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 | — | — | 26.8% | 28 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 23.8% | 29 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 35.4% | 24 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 34.6% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 29.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 20.7% | 33 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 16.5% | 37 | Financially Distressed | Recovery | |
| 2016 | — | — | 23.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 16.2% | 41 | Fragile | Recovery | |
| 2014 | — | — | 22.4% | 22 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 38.4% | 24 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 19.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 20.2% | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MOLLY PURYEAR | EXECUTIVE DI | 14.1% of Rev | ||
| JOHN MALASHOCK | Board Member | 12.8% of Rev | ||
| ANN FEE | Secretary | — | ||
| MARTHA GRIMES | Treasurer | — | ||
| IDYLIA HACHI | Board Member | — | ||
| ANDREW MEYERS | Board Member | — | ||
| STEPHEN SAMUELS | Board Member | — | ||
| RICHARD TRUJILLO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MOLLY PURYEAR | EXECUTIVE DI | 8.7% of Rev | ||
| JOHN MALASHOCK | Board Member | 8.7% of Rev | ||
| CHRISTINE MARSHALL | Secretary | — | ||
| EVELYN OLSSON-LAMDEN | Board Member | — | ||
| KAREN ROQUE | Secretary | — | ||
| ERIC WHITE | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN MALASHOCK | Board Member | 11.1% of Rev | ||
| MOLLY PURYEAR | Executive Director | 8.6% of Rev | ||
| CHRISTINE MARSHALL | Secretary | — | ||
| EVELYN OLSSON-LAMDEN | Board Member | — | ||
| PATRICIA O'CONNOR | CHAIRMAN (UNTIL JULY) | — | ||
| ERIC WHITE | Treasurer | — | ||
| KAREN ROQUE | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN MALASHOCK | Board Member | 10.8% of Rev | ||
| MOLLY PURYEAR | Executive Director | 7.8% of Rev | ||
| CATHY REMPEL | Board Member | — | ||
| EVELYN OLSSON-LAMDEN | Board Member | — | ||
| PATRICIA O'CONNOR | CHAIRMAN | — | ||
| ERIC WHITE | Treasurer | — | ||
| KAREN ROQUE | Secretary | — |
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
- Comp-to-revenue ratio of 26.8% 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).
- Reduce top-officer compensation from 26.8% to under 22% of revenue — would move governance score by ~10 points.
Improving governance is a board decision. These are the levers.