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 | 2.4% | 35 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2020 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 1.7% | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 2.1% | 35 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 2.2% | 35 | Financially Distressed | Recovery | |
| 2014 | — | — | 6.1% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 10.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 4.0% | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | 3.6% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GINA LOPEZ | Executive Director | 2.4% of Rev | ||
| SARA MATTA | Board President | — | ||
| MELBA TIRADO | Secretary | — | ||
| RICK DUDLEY | Treasurer | — | ||
| MIKE STELMAN | Treasurer | — | ||
| LEILA SACKFIELD | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARA MATTA | Board President | — | ||
| ANDY WASHBURN | Board President | — | ||
| BOB DUDLEY | Board Member | — | ||
| CYNTHIA WEIR | Board Member | — | ||
| BOB WILL | Board Member | — | ||
| JUDY TILLYER | Secretary | — | ||
| JOSE JAIMES | Board Member | — | ||
| BOB GOOGINS | Treasurer | — | ||
| MIKE STELMAN | Board Member | — | ||
| MELBA NOVOA | Board Member | — | ||
| RAUL PALM | Board Member | — | ||
| ROY RAY | Board Member | — | ||
| LEILA SACKFIELD | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARA MATTA | Board President | — | ||
| ANDY WASHBURN | Board President | — | ||
| ROBERT DUDLEY | Board Member | — | ||
| CYNTHIA WEIR | Board Member | — | ||
| BOB WILL | Board Member | — | ||
| JUDY TILLYER | Secretary | — | ||
| JOSE JAIMES | Board Member | — | ||
| BOB GOOGINS | Treasurer | — | ||
| KAREN JOBE | Board Member | — | ||
| MELBA NOVOA | Board Member | — | ||
| RAUL PALM | Board Member | — | ||
| ROY RAY | Board Member | — | ||
| JOANNA AXELROD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARA MATTA | Board President | — | ||
| ANDY WASHBURN | Secretary | — | ||
| CHRIS COCHRAN | Board Member | — | ||
| ROBERT DUDLEY | Board Member | — | ||
| CYNTHIA WEIR | Board President | — | ||
| BOB WILL | Board Member | — | ||
| JUDY TILLYER | Board Member | — | ||
| JOSE JAIMES | Board Member | — | ||
| STEVE NELSON | Board Member | — | ||
| BOB LIETER | Board Member | — | ||
| BOB GOOGINS | Treasurer | — | ||
| KAREN JOBE | Board Member | — | ||
| JERRY VAN LEEUWEN | OFFICER | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 46 other orgs in CA with NTEE prefix A1.
Most-divergent component: financial score sits 42 points below the peer median (0 vs. 42).
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 2.4% 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.