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 | — | — | 16.2% | 31 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 16.2% | 31 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 24.2% | 27 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 24.1% | 27 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 17.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 15.1% | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 34.1% | 26 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 34.7% | 28 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 17.5% | 27 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 18.9% | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 27.9% | 30 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 33.3% | 30 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 27.2% | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBBIE DRISCOLL | Board Member | — | ||
| RUTH BANASZAK | Board Member | — | ||
| MARGEAUX LJUNGBERG | Board Member | — | ||
| DEB RAKOS | Board Member | — | ||
| KATE VULSTEK | Board Member | — | ||
| DAWN JOUPPI | Board President | — | ||
| HANNAH SOFHAUSER | Board President | — | ||
| ALISHA FALBERG | Secretary | — | ||
| BRANDI BILLINGS | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBBIE DRISCOLL | Board Member | — | ||
| HALI DURAN | Board Member | — | ||
| HANNAH GOODWIN | Board Member | — | ||
| ARMANDO DEGUZMAN | Board Member | — | ||
| KATE VULSTEK | Board Member | — | ||
| DAWN JOUPPI | Board President | — | ||
| CHRIS MCDOWELL | Board President | — | ||
| ALISHA FALBERG | Secretary | — | ||
| BRANDI BILLINGS | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARISSA GOECKER | Board Member | — | ||
| HALI DURAN | Board Member | — | ||
| HANNAH GOODWIN | Board Member | — | ||
| ARMANDO DEGUZMAN | Board Member | — | ||
| DEB RAKOS | Board Member | — | ||
| DAWN JOUPPI | Board President | — | ||
| CHRIS MCDOWELL | Board President | — | ||
| ALISHA FALBERG | Secretary | — | ||
| BRANDI BILLINGS | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DIANE ANTAYA | Board Member | — | ||
| HALI DURAN | Board Member | — | ||
| GWEN RIVAS | Board Member | — | ||
| ALISHA FALBERG | Board Member | — | ||
| DEB RAKOS | Board Member | — | ||
| CHRIS MCDOWELL | Board President | — | ||
| STACY GRUMMETT SEDGWICK | Board President | — | ||
| DAWN JOUPPI | Secretary | — | ||
| BRANDI BILLINGS | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 29 other orgs in AK with NTEE prefix A6.
Most-divergent component: financial score sits 35 points below the peer median (0 vs. 35).
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 16.2% 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:
- 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.