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 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WENDY AHLERING | Board Member | — | ||
| ELISA BOHM | Board Member | — | ||
| THOMAS COURTNEY | CHAIRMAN | — | ||
| CHRISTOPHER ERKELENS | Board Member | — | ||
| TONY HANNA | Board Member | — | ||
| VAL HONGO-WHITING | Board Member | — | ||
| HUEY YANN OOI | Secretary | — | ||
| MICHELLE PAGE | Board President | — | ||
| SCOTT PETERSEN | Board Member | — | ||
| RITA M PIPTA | Board Member | — | ||
| STEPHEN RONNOW | Board Member | — | ||
| WILLIAM SANDERSON | Board Member | — | ||
| STEVE WINNERS | Treasurer | — | ||
| VANESSA YOSHIMURA | PARENT REPRE | — | ||
| AARON CASSARO | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WENDY AHLERING | Board Member | — | ||
| KAREN BARBER | Board Member | — | ||
| RUSSELL BELL | Board Member | — | ||
| ELISA BOHM | Board Member | — | ||
| SANDRA CERVANTES | Board Member | — | ||
| DIANA DICORPO-FULLER | Board Member | — | ||
| VAL HONGO-WHITING | Secretary | — | ||
| THOMAS COURTNEY JR | Treasurer | — | ||
| DENNIS KWOK | PARENT REPRE | — | ||
| HUEY-YANN OOI | Board Member | — | ||
| MICHELLE PAGE | Board Member | — | ||
| SCOTT PETERSEN | Board Member | — | ||
| RITA M PIPTA | Board Member | — | ||
| STEPHEN RONNOW | Board Member | — | ||
| WILLIAM SANDERSON | CHAIRMAN | — | ||
| STEVE WINNERS | Board Member | — | ||
| AARON CASSARO | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WENDY AHLERING | Board Member | — | ||
| RUSSELL BELL | Board Member | — | ||
| ELISA BOHM | Board Member | — | ||
| DIANA DICORPO-FULLER | Board Member | — | ||
| DIANA HOFFMAN | Board Member | — | ||
| VAL HONGO-WHITING | Treasurer | — | ||
| THOMAS COURTNEY JR | Secretary | — | ||
| DENNIS KWOK | PARENT REPRE | — | ||
| HUEY-YANN OOI | Board Member | — | ||
| STEPHEN RONNOW | Board Member | — | ||
| DEBBIE SANCHEZ | Board Member | — | ||
| AARON CASSARO | Executive Director | — | ||
| RITA M PIPTA | Board Member | — | ||
| WILLIAM SANDERSON | CHAIRMAN | — |
Score breakdown
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: financial score sits 33 points below the peer median (0 vs. 33).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.