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 | — | — | 11.6% | 42 | Fragile | Stable Watch | |
| 2022 | — | — | 10.5% | 42 | Fragile | Recovery | |
| 2021 | — | — | 18.0% | 33 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 11.4% | 42 | Fragile | Recovery | |
| 2019 | — | — | 20.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 19.1% | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 24.3% | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 41 | Fragile | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 21 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER LAINE | Executive Director | 11.6% of Rev | ||
| PAMELA BROWN | Board President | — | ||
| JENNIFER COLBY | Board Member | — | ||
| JEANINE RIDDLE | Board Member | — | ||
| ROSANNA ALVAREZ | Board Member | — | ||
| ARTURO ROSETTE | Board Member | — | ||
| DEVII RAO | Board President | — | ||
| ENRIQUE LUNA | Treasurer | — | ||
| JONELL CASADA | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER LAINE | Executive Director | 7.1% of Rev | ||
| PAMELA BROWN | Board Member | — | ||
| JEANINE RIDDLE | Board Member | — | ||
| LOUISE ROY | Board Member | — | ||
| ARTURO ROSETTE | Board Member | — | ||
| DEVII RAO | Treasurer | — | ||
| RACHEL WOHLANDER | Board President | — | ||
| JONELL CASADA | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER LAINE | Executive Director | 6.4% of Rev | ||
| REBECCA PEARSON | Board Member | — | ||
| DYLAN SANDSTROM | Board Member | — | ||
| JULIO ORTIZ | Board Member | — | ||
| MICHAELA GRAVES | Board Member | — | ||
| JONELL CASADA | Board Member | — | ||
| MIKE SELF | Board Member | — | ||
| LOUISE ROY | Board Member | — | ||
| NATALIA PRESSMAN | Board Member | — | ||
| SAL DURAN | Treasurer | — | ||
| SHAWN NOVACK | Board President | — | ||
| PAMELA BROWN | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER LAINE | Executive Director | 5.8% of Rev | ||
| SAL DURAN | Board Member | — | ||
| SHAWN NOVACK | Board Member | — | ||
| PAMELA BROWN | Board President | — | ||
| REBECCA PEARSON | Secretary | — | ||
| DYLAN SANDSTROM | Board President | — | ||
| JULIO ORTIZ | Board Member | — | ||
| MICHAELA GRAVES | Board Member | — | ||
| MIKE SELF | Board Member | — | ||
| LOUISE ROY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 171 other orgs in CA with NTEE prefix A2.
Most-divergent component: program score sits 30 points above the peer median (60 vs. 30).
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 11.6% 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.