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
36
Score
Governance
55
Score
Financial
5
Score
Program
60
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
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 7.3% | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 9.4% | 38 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 6.0% | 42 | Fragile | Recovery | |
| 2020 | — | — | 6.0% | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | 6.0% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 11.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 3.8% | 39 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 10.0% | 38 | Financially Distressed | Recovery | |
| 2015 | — | — | 14.2% | 32 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 15.1% | 35 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 19.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 20.0% | 35 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 20.1% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE SAVAGE PHD | Board President | 7.5% of Rev | ||
| STEVE SAVAGE PHD | Board President | 7.5% of Rev | ||
| Ariel Sutro | Board President | — | ||
| Tracy Hawkins | Board President | — | ||
| Nicole Yarbrough | Board President | — | ||
| Treasurer | — | |||
| Shawn Bennett | Board Member | — | ||
| Ariel Sutro | Board President | — | ||
| Bonnie Hayes | Board Member | — | ||
| Tracy Hawkins | Board President | — | ||
| Peter Logan | Board Member | — | ||
| Nicole Yarbrough | Board President | — | ||
| Keiko McKibben | Board Member | — | ||
| Treasurer | — | |||
| Alison Murdock | Board Member | — | ||
| Shawn Bennett | Board Member | — | ||
| Heather Nodelman | Board Member | — | ||
| Bonnie Hayes | Board Member | — | ||
| Tom O'Connell | Board Member | — | ||
| Peter Logan | Board Member | — | ||
| Jim Peterson | Board Member | — | ||
| Keiko McKibben | Board Member | — | ||
| Janak Ramachandran | Board Member | — | ||
| Alison Murdock | Board Member | — | ||
| Jake Randall | Board Member | — | ||
| Heather Nodelman | Board Member | — | ||
| Renee Richardson | Board Member | — | ||
| Tom O'Connell | Board Member | — | ||
| Jay Shah | Board Member | — | ||
| Jim Peterson | Board Member | — | ||
| Richard Strauss | Board Member | — | ||
| Janak Ramachandran | Board Member | — | ||
| Paul Winston | Board Member | — | ||
| Jake Randall | Board Member | — | ||
| Renee Richardson | Board Member | — | ||
| Jay Shah | Board Member | — | ||
| Richard Strauss | Board Member | — | ||
| Paul Winston | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Steve Savage PhD | Board President | 7.1% of Rev | ||
| Steve Savage PhD | Board President | 6.1% of Rev | ||
| Janak Ramachandran | Board Member | 1.3% of Rev | ||
| Bonnie Hayes | Board Member | 0.9% of Rev | ||
| Tom OConnell | Board President | — | ||
| Ariel Sutro | Board President | — | ||
| Wyeth Coulter | Treasurer | — | ||
| Tom OConnell | Board President | — | ||
| Claire Cochran | Board Member | — | ||
| Ariel Sutro | Board President | — | ||
| Nicole Yarbrough | Board Member | — | ||
| Wyeth Coulter | Treasurer | — | ||
| Janak Ramachandran | Board Member | — | ||
| Claire Cochran | Board Member | — | ||
| Tracy Hawkins | Board Member | — | ||
| Nicole Yarbrough | Board Member | — | ||
| Bonnie Hayes | Board Member | — | ||
| Tracy Hawkins | Board Member | — | ||
| Alison Murdock | Board Member | — | ||
| Alison Murdock | Board Member | — | ||
| Jim Peterson | Board Member | — | ||
| Jim Peterson | Board Member | — | ||
| Renee Richardson | Board Member | — | ||
| Renee Richardson | Board Member | — | ||
| Jay Shah | Board Member | — | ||
| Jay Shah | Board Member | — | ||
| Richard Strauss | Board Member | — | ||
| Richard Strauss | Board Member | — | ||
| Paul Winston | Board Member | — | ||
| Paul Winston | Board Member | — | ||
| Jake Randall | Board Member | — | ||
| Jake Randall | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Steve Savage PhD | Board President | 6.4% of Rev | ||
| Tom OConnell | Board President | — | ||
| Ariel Sutro | Board President | — | ||
| Wyeth Coulter | Treasurer | — | ||
| Claire Cochran | Board Member | — | ||
| Nicole Yarbrough | Board Member | — | ||
| Janak Ramachandran | Board Member | — | ||
| Tracy Hawkins | Board Member | — | ||
| Bonnie Hayes | Board Member | — | ||
| Alison Murdock | Board Member | — | ||
| Jim Peterson | Board Member | — | ||
| Renee Richardson | Board Member | — | ||
| Jay Shah | Board Member | — | ||
| Richard Strauss | Board Member | — | ||
| Paul Winston | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
36 / 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 29 points above the peer median (60 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 7.3% 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.