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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 5.6% | 38 | Financially Distressed | Recovery | |
| 2021 | — | — | 11.9% | 39 | Fragile | Recovery | |
| 2020 | — | — | 5.7% | 40 | Financially Distressed | Recovery | |
| 2019 | — | — | 14.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 7.7% | 36 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 7.2% | 44 | Fragile | Recovery | |
| 2016 | — | — | 6.8% | 40 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 6.8% | 40 | Financially Distressed | Recovery | |
| 2014 | — | — | 8.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 8.7% | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | 10.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 9.0% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Matthew Carney | Executive Director | 5.0% of Rev | ||
| Ted Barduson | Board President | — | ||
| Julie Brossy | Secretary | — | ||
| Julie Bauman | Board President | — | ||
| Fe Li Tan Twite | Board President | — | ||
| Cynthia Napolean | Board Member | — | ||
| Nick Asaad | Treasurer | — | ||
| Lynette Harris | Board Member | — | ||
| Carla Sotelo | Board Member | — | ||
| Belinda Zamacona | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Matthew Carney | Executive Director | 4.1% of Rev | ||
| Dionne Schley | Board President | — | ||
| Ted Barduson | Treasurer | — | ||
| Julie Brossy | Secretary | — | ||
| Julie Bauman | Board Member | — | ||
| Fe Li Tan Twite | Board Member | — | ||
| Cynthia Napolean | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Matthew Carney | Executive Director | 5.3% of Rev | ||
| Javier Velasco | Board Member | 2.9% of Rev | ||
| Robin A Morgan | Board Member | 1.2% of Rev | ||
| Dionne Schley | Board President | — | ||
| Mark Erickson | Board Member | — | ||
| Ted Barduson | Treasurer | — | ||
| Julie Brossy | Secretary | — | ||
| Julie Bauman | Board Member | — | ||
| Fei Li Tan Twite | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 6 other orgs in CA with NTEE prefix Z9.
Most-divergent component: financial score sits 20 points below the peer median (0 vs. 20).
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 7.5% 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.