Structural Deficit
What does this mean?
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
The Path Forward
The Truth-Teller
Forces necessary, painful cuts to preserve the core. It demands that the organization stop borrowing from its future and align its current programmatic output with actual sustainable revenue.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 11.7% | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 4.8% | 47 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 8.7% | 46 | Financially Distressed | Recovery | |
| 2020 | — | — | 6.2% | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | 4.7% | 35 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 5.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 5.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 5.1% | 40 | Fragile | Stable Watch | |
| 2015 | — | — | 4.4% | 41 | Fragile | Recovery | |
| 2014 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 5.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 5.4% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROLYN WRIGHT | EXECUTIVE DI | 11.7% of Rev | ||
| DR VIRGINIA CANTORNA | Board President | — | ||
| MICHAEL TIBBOTT | VICE PRESIDE | — | ||
| MASON WILLIAMS | Treasurer | — | ||
| MARION HALLER | Secretary | — | ||
| KATHY COLLINS | Board Member | — | ||
| KEVIN MCCORD | Board Member | — | ||
| LISA MOSBARGER | Board Member | — | ||
| KRISTINA SHUGARS | Board Member | — | ||
| DAVID SPEE | Board Member | — | ||
| FLO WIGER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROLYN WRIGHT | EXECUTIVE DI | 13.4% of Rev | ||
| DR VIRGINIA CANTORNA | Board President | — | ||
| MICHAEL TIBBOTT | VICE PRESIDE | — | ||
| MASON WILLIAMS | Treasurer | — | ||
| MARION HALLER | Secretary | — | ||
| KATHY COLLINS | Board Member | — | ||
| KEVIN MCCORD | Board Member | — | ||
| LISA MOSBARGER | Board Member | — | ||
| KRISTINA SHUGARS | Board Member | — | ||
| DAVID SPEE | Board Member | — | ||
| FLO WIGER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID C JOHNSTON | EXECUTIVE DI | 10.4% of Rev | ||
| DR VIRGINIA CANTORNA | Board President | — | ||
| MARION HALLER | VICE PRESIDE | — | ||
| MASON WILLIAMS | Treasurer | — | ||
| LINDA HOWLETT | Secretary | — | ||
| KATHY COLLINS | Board Member | — | ||
| DICK DORAN | Board Member | — | ||
| BARRY KAWAKAMI | Board Member | — | ||
| KEVIN MCCORD | Board Member | — | ||
| LISA MOSBARGER | Board Member | — | ||
| KRISTINA SHUGARS | Board Member | — | ||
| DAVID SPEE | Board Member | — | ||
| MICHAEL TIBBOTT | Board Member | — | ||
| FLO WIGER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID C JOHNSTON | EXECUTIVE DI | 10.2% of Rev | ||
| DR VIRGINIA CANTORNA | Board President | — | ||
| MARION HALLER | VICE PRESIDE | — | ||
| MASON WILLIAMS | Treasurer | — | ||
| LINDA HOWLETT | Secretary | — | ||
| LOU YOUNG | Board Member | — | ||
| HERMAN ANDAYA JR | Board Member | — | ||
| KATHY COLLINS | Board Member | — | ||
| ROBERT DEVINCK | Board Member | — | ||
| LISA MOSBARGER | Board Member | — | ||
| SARA PATTON | Board Member | — | ||
| KRISTINA SHUGARS | Board Member | — | ||
| SATISHA SMITH | Board Member | — | ||
| DAVID SPEE | Board Member | — | ||
| FLO WIGER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 34 other orgs in HI with NTEE prefix A6.
Most-divergent component: program score sits 26 points above the peer median (60 vs. 34).
5-year trend: Structural Deficit
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
What's driving this score
- Comp-to-revenue ratio of 11.7% sits within the sector's healthy band (18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.