Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↓
Overall
26
Score
Governance
45
Score
Financial
0
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 15.4% | 26 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 25.9% | 26 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 42.2% | 21 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 66.3% | 23 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 17.2% | 30 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 6.8% | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | 7.1% | 30 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 12.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Stable Watch | |
| 2014 | — | — | — | 51 | Fragile | Stable Watch | |
| 2013 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHERINE POWERS | Executive Director | 9.4% of Rev | ||
| JOSH SHAW | Executive Director | 9.2% of Rev | ||
| BRUCE MERRITT | Board President | — | ||
| ROB WEBB | Board President | — | ||
| JESSICA MAMEY | Secretary | — | ||
| ERIC HAYNE | TREASUERER | — | ||
| BETTYNA BLUWAL | Board Member | — | ||
| JENNIFER DIENER | Board Member | — | ||
| RICK ELLINGSEN | Board Member | — | ||
| MING LIU | Board Member | — | ||
| PHILIP MEYER | Board Member | — | ||
| MATTHEW MILES | Board Member | — | ||
| JENNIFER MILLER HAMMEL | Board Member | — | ||
| FELIX RACELIS | Board Member | — | ||
| DORIS SHIMABUKURO | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSH SHAW | Executive Director | 8.6% of Rev | ||
| KATHERINE POWERS | Executive Director | 6.8% of Rev | ||
| RICK ELLINGSEN | Board President | — | ||
| BRUCE MERRITT | Board President | — | ||
| ERIC HAYNE | Treasurer | — | ||
| ROBERT BAILEY | Secretary | — | ||
| BETTYNA BLUWAL | Board Member | — | ||
| JENNIFER DIENER | Board Member | — | ||
| ALDEN LAWRENCE | Board Member | — | ||
| MING LIU | Board Member | — | ||
| JESSICA MAMEY | Board Member | — | ||
| DORAINE MEYER | Board Member | — | ||
| PHILIP MEYER | Board Member | — | ||
| MATTHEW MILES | Board Member | — | ||
| JENNIFER MILLER HAMMEL | Board Member | — | ||
| FELIX RACELIS | Board Member | — | ||
| DORIS SHIMABUKURO | Board Member | — | ||
| ROB WEBB | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSH SHAW | Executive Director | 6.7% of Rev | ||
| MATTHEW COOK | Executive Director | 6.5% of Rev | ||
| RICK ELLINGSEN | Board President | — | ||
| WILLIAM T KENNEDY | Board President | — | ||
| ERIC HAYNE | Treasurer | — | ||
| ROBERT BAILEY | Secretary | — | ||
| PHIL MEYER | Board Member | — | ||
| BETTYNA BLUWAL | Board Member | — | ||
| BRUCE MERRITT | Board Member | — | ||
| MATTHEW MILES | Board Member | — | ||
| NAOKO SUGA | Board Member | — | ||
| ROB WEBB | Board Member | — | ||
| JENNIFER DEINER | Board Member | — | ||
| JENNIFER MILLER | Board Member | — | ||
| DORAINE MEYER | Board Member | — | ||
| ALDEN LAWRENCE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MATTHEW COOK | Executive Director | 5.9% of Rev | ||
| JOSH SHAW | Executive Director | 4.6% of Rev | ||
| RICK ELLINGSEN | Board President | — | ||
| WILLIAM T KENNEDY | Board President | — | ||
| ERIC HAYNE | Treasurer | — | ||
| ROBERT BAILEY | SECRETERY | — | ||
| PHIL MEYER | Board Member | — | ||
| BETTYNA BLUWAL | Board Member | — | ||
| KATHY CRANDALL | Board Member | — | ||
| BRUCE MERRITT | Board Member | — | ||
| MATTHEW MILES | Board Member | — | ||
| NAOKO SUGA | Board Member | — | ||
| ROB WEBB | Board Member | — | ||
| MAMI ROTTER | Board Member | — | ||
| JENNIFER DEINER | Board Member | — | ||
| JENNIFER MILLER | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
26 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,424 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 53 points below the peer median (0 vs. 53).
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 15.4% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.