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
28
Score
Governance
42
Score
Financial
5
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 25.2% | 28 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 8.0% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 31.6% | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 8.7% | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | 6.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 5.6% | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 7.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 8.3% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Evan Hammond | Executive Director | 11.8% of Rev | ||
| Evan Hammond | Former ED | 10.7% of Rev | ||
| Scott R King | Treasurer | 9.9% of Rev | ||
| Scott R King | Treasurer | 5.7% of Rev | ||
| Dave Hurlbert | Board Member | 3.4% of Rev | ||
| Diane Mack | Board Member | — | ||
| Martha Leatherbury | Board Member | — | ||
| Michelle Briere | Board Member | — | ||
| Dwight Mcghee | Board Member | — | ||
| Julian Mutter | Board Member | — | ||
| Steve Armbruster | Board Member | — | ||
| Rick Fifield | Board Member | — | ||
| Peter Webb | Board Member | — | ||
| Rex Leatherbury | Board President | — | ||
| Betsy Fifield | Secretary | — | ||
| Dave Hurlbert | Executive Director | — | ||
| Rick Fifield | Board Member | — | ||
| Julian Mutter | Board Member | — | ||
| Betsy Fifield | Board Member | — | ||
| Peter Webb | Board Member | — | ||
| Rex Leatherbury | Board President | — | ||
| Martha Leatherbury | Secretary | — | ||
| Salvatore Giambanco | Board Member | — | ||
| Terry Dufrene | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Scott R King | Treasurer | 17.0% of Rev | ||
| Dave Hurlbert | Executive DirectorExecutive | 7.6% of Rev | ||
| Michelle Brierre | Board Member | — | ||
| Terry Dufrene | Board Member | — | ||
| Dwight Mcghee | Board Member | — | ||
| Steve Armbruster | Board Member | — | ||
| Julian Mutter | Board Member | — | ||
| Rick Fifield | Board Member | — | ||
| Peter Webb | Board Member | — | ||
| Betsy Fifield | Board Member | — | ||
| Rex Leatherbury | Board President | — | ||
| Diane Mack | Board Member | — | ||
| Martha Leatherbury | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dave Hurlbert | Executive Director | 7.3% of Rev | ||
| George S Leatherbury V | Board President | — | ||
| Scott R King | Treasurer | — | ||
| Betsy Eberle Fifield | Secretary | — | ||
| Roderick A Fifield | Board Member | — | ||
| Julian L Mutter | Board Member | — | ||
| Stephen F Armbruster | Board Member | — | ||
| Diane Mack | Board Member | — | ||
| Peter W Webb | Board Member | — | ||
| Martha S Leatherbury | Board Member | — | ||
| Lt Col Dwight R McGhee | Board Member | — | ||
| Terry Dufrene | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dave Hurlbert | Executive Dir. | — | ||
| Scott King | Treasurer | — | ||
| Betsy Eberle Fifeld | Secretary | — | ||
| Julian Mutter | Board Member | — | ||
| Rick Fifield | Board Member | — | ||
| Stephen Armbruster | Board Member | — | ||
| Diane Mack | Board Member | — | ||
| Peter Webb | Board Member | — | ||
| Rex Leatherbury | Board Member | — | ||
| Marty Leatherbury | Chairman | — | ||
| Angela O'Malley | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
28 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 49 other orgs in LA with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (5 vs. 36).
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 25.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.