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 | — | 38 | Financially Distressed | Stable Watch | |
| 2022 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 8.0% | 44 | Fragile | Recovery | |
| 2020 | — | — | 12.0% | 38 | Financially Distressed | Recovery | |
| 2019 | — | — | 10.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 8.3% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 16.7% | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 20.4% | 41 | Fragile | Gov Risk | |
| 2014 | — | — | 13.3% | 42 | Fragile | Stable Watch | |
| 2013 | — | — | 14.2% | 42 | Fragile | Stable Watch | |
| 2012 | — | — | — | 39 | Fragile | Recovery | |
| 2011 | — | — | 21.6% | 37 | Fragile | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ASHLEY LARSON | Secretary | — | ||
| REBECCA MARINOS | Board President | — | ||
| MICHAEL MAHONEY | Treasurer | — | ||
| KRISTEN BECKLER | Board Member | — | ||
| REBECCA HANLON | Board Member | — | ||
| GIANNA FRANCO | Board Member | — | ||
| NICOLE VARGAS GUEVARA | Board Member | — | ||
| ALEX BOOTZIN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| REBECCA MARINOS | Board President | — | ||
| ALEX BOOTZIN | Secretary | — | ||
| LEONARD LIM | Treasurer | — | ||
| KRISTEN BECKLER | Board Member | — | ||
| REBECCA HANLON | Board Member | — | ||
| KIM SCHWARTZ | Board Member | — | ||
| MIKE WEBSTER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIM SCHWARTZ | INTERIM BOAR | — | ||
| ANN RUDORF | VICE PRESIDE | — | ||
| LEONARD LIM | Treasurer | — | ||
| DONNA HONG | Board Member | — | ||
| KIRK HAYES | Board Member | — | ||
| MIKE WEBSTER | 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: program score sits 29 points above the peer median (60 vs. 31).
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.