Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
34
Score
Governance
42
Score
Financial
30
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 37.2% | 34 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | 37.4% | 30 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 17.2% | 41 | Fragile | Recovery | |
| 2021 | — | — | 46.5% | 19 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 24.0% | 29 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 22.6% | 29 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 22.3% | 29 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 19.9% | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 15.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 14.5% | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 16.2% | 29 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 22.4% | 24 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 13.3% | 35 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 17.6% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Marc Edson | Executive Dir. | 27.6% of Rev | ||
| Randy Ross | Board Member | 6.3% of Rev | ||
| Christi Harrington | Board Member | 1.7% of Rev | ||
| Kathy Edson | Board Member | 1.3% of Rev | ||
| Kasandra Partain | Board President | 0.2% of Rev | ||
| Sandy Huseth | Board Member | — | ||
| Lisa Saldano | Board Member | — | ||
| Byron McLaughlin | Board Member | — | ||
| Todd Gibson | Board Member | — | ||
| Owen Hansen | Board Member | — | ||
| Wendy Boswell | Board Member | — | ||
| Brandie Bridgnell | Board Member | — | ||
| Tamra Young | Board Member | — | ||
| Regan Penning | Secretary | — | ||
| David Bristow | Board President | — | ||
| Larissa Wycoff | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Marc Edson | Executive Dir. | 17.7% of Rev | ||
| Marc Edson | Executive Dir. | 15.7% of Rev | ||
| Randy Ross | Board Member | 4.2% of Rev | ||
| David Bristow | Board President | 0.4% of Rev | ||
| Wendy Boswell | Board President | 0.4% of Rev | ||
| Dianna Hite-Smith | Board Member | — | ||
| David Bristow | Board Member | — | ||
| Kathy Robinson | Board Member | — | ||
| Sandy Huseth | Board Member | — | ||
| Patricia Clarke | Board Member | — | ||
| Kasandra Partain | Board Member | — | ||
| Byron McLaughlin | Board Member | — | ||
| Todd Gibson | Board Member | — | ||
| Brandie Bridgnell | Board Member | — | ||
| Steve Jungen | Treasurer | — | ||
| Wendy Boswell | Board President | — | ||
| Darren Clark | Board President | — | ||
| Christi Harrington | Secretary | — | ||
| Tamra Young | Board Member | — | ||
| Justin McDavitt | Board Member | — | ||
| Kathy Edson | Board Member | — | ||
| Sandy Huseth | Board Member | — | ||
| Lisa Saldano | Board Member | — | ||
| Kasandra Partain | Board Member | — | ||
| Byron McLaughlin | Board Member | — | ||
| Todd Gibson | Board Member | — | ||
| Larissa Wycoff | Board Member | — | ||
| Christi Harrington | Board Member | — | ||
| Brandie Bridgnell | Board Member | — | ||
| Tamra Young | Board Member | — | ||
| Regan Penning | Secretary | — | ||
| Steve Jungen | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dianna Hite-Smith | Board Member | — | ||
| David Bristow | Board Member | — | ||
| Sandy Huseth | Board Member | — | ||
| Patricia Clarke | Board Member | — | ||
| Randy Ross | Board Member | — | ||
| Byron McLaughlin | Board Member | — | ||
| Todd Gibson | Board Member | — | ||
| Steve Jungen | Treasurer | — | ||
| Wendy Boswell | Board President | — | ||
| Darren Clark | Board President | — | ||
| Christi Harrington | Secretary | — | ||
| Brandie Bridgnell | Board Member | — | ||
| Tamra Young | Board Member | — | ||
| Justin McDavitt | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dianna Hite-Smith | Board Member | — | ||
| Anna McIntyre | Board Member | — | ||
| Rick Anderson | Board Member | — | ||
| Sandy Huseth | Board Member | — | ||
| Patricia Clarke | Board Member | — | ||
| Randy Ross | Board Member | — | ||
| Byron McLaughlin | Board Member | — | ||
| Todd Gibson | Board Member | — | ||
| Steve Jungen | Treasurer | — | ||
| Wendy Boswell | Board President | — | ||
| Darren Clark | Board President | — | ||
| Christi Harrington | Secretary | — | ||
| Brandie Bridgnell | Board Member | — | ||
| Roger Hart | Officer | — | ||
| Tamara Young | Officer | — | ||
| Justin McDavitt | Officer | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
30 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
34 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 829 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 14 points above the peer median (45 vs. 31).
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 37.2% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 37.2% to under 22% of revenue — would move governance score by ~30 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.