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 | Hidden | Hidden | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 58.0% | 26 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 48.2% | 26 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 21 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Rebecca Broyles | Treasurer | — | ||
| Rosalie Camp Maass | Chairman | — | ||
| Jennifer Wiesner | Chairman | — | ||
| John Lewis | Executive Dir. | — | ||
| Jacqueline Donley | Executive Dir. | — | ||
| Mark Marshall | Board Member | — | ||
| Iris Magboo | Secretary | — | ||
| Karen Spence | Board Member | — | ||
| Lionel Thomas | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| John Lewis | Executive Dir. | — | ||
| Jacqueline Donley | Executive Dir. | — | ||
| Mark Marshall | Board Member | — | ||
| Patrick Dominquez | Board Member | — | ||
| Iris Magboo | Board Member | — | ||
| Rebecca Broyles | Treasurer | — | ||
| Rosalie Camp | Chairman | — | ||
| Jeff Barnard | Chairman | — | ||
| Jennifer Wiesner | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| John Lewis | Executive Dir. | — | ||
| Jacqueline Donley | Executive Dir. | — | ||
| Mark Marshall | Board Member | — | ||
| Patrick Dominquez | Board Member | — | ||
| Iris Magboo | Board Member | — | ||
| Rebecca Broyles | Treasurer | — | ||
| Rosalie Camp | Chairman | — | ||
| Jeff Barnard | Chairman | — | ||
| Jennifer Wiesner | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ARACELI NAVARR | Board President | — | ||
| ROSALIE CAMP | Board President | — | ||
| REBECCA BROYLE | Treasurer | — | ||
| JOHN LEWIS | Board Member | — | ||
| JACQUELINE DON | Board Member | — | ||
| MARK MARSHALL | Board Member | — | ||
| PATRICK DOMINQ | Board Member | — | ||
| OZZIE GARCIA | Board Member | — | ||
| ARACELI NAVARR | Board President | — | ||
| ROSALIE CAMP | Board President | — | ||
| REBECCA BROYLE | Treasurer | — | ||
| JOHN LEWIS | Board Member | — | ||
| JACQUELINE DON | Board Member | — | ||
| MARK MARSHALL | Board Member | — | ||
| PATRICK DOMIQU | Board Member | — | ||
| OZZIE GARCIA | Board Member | — | ||
| JEFF BARNARD | Board Member | — |
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.