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 | 13.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 12.8% | 39 | Fragile | Gov Risk | |
| 2021 | — | — | 12.9% | 39 | Fragile | Recovery | |
| 2020 | — | — | 9.7% | 38 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 6.5% | 44 | Fragile | Recovery | |
| 2018 | — | — | 8.3% | 38 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 6.2% | 44 | Fragile | Recovery | |
| 2016 | — | — | 7.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 6.7% | 38 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | 4.6% | 37 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 4.9% | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Richard Lonsdorf | Executive Dir. | 9.3% of Rev | ||
| Jenny Chisholm | Treasurer | 4.3% of Rev | ||
| Shira Lee Katz | Board President | — | ||
| Lucinda Lee Katz | Board President | — | ||
| Carolyn Spitz | Treasurer | — | ||
| Joel Kaufmann | Secretary | — | ||
| Susan S Blake | Board Member | — | ||
| Patricia De Luca | Board Member | — | ||
| Michele Corash | Board Member | — | ||
| Paula Gambs | Board Member | — | ||
| John Gambs | Board Member | — | ||
| Mary Harden | Board Member | — | ||
| Ching-Yee Hu | Board Member | — | ||
| Jeff Han | Board Member | — | ||
| Sue Larson | Board Member | — | ||
| Mark Salkind | Board Member | — | ||
| Caroline Wood | Board Member | — | ||
| Kate Rabbe | Board Member | — | ||
| Alisa Won | Board Member | — | ||
| David Taylor | Executive Dir. | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Richard Lonsdorf | Board Member | 8.7% of Rev | ||
| Jenny Chisholm | Treasurer | 4.2% of Rev | ||
| Mark Salkind | Board President | — | ||
| Lucinda Lee Katz | Board President | — | ||
| Carolyn Spitz | Treasurer | — | ||
| Joel Kaufmann | Secretary | — | ||
| Susan S Blake | Board Member | — | ||
| Patricia De Luca | Board Member | — | ||
| John Gambs | Board Member | — | ||
| Paula Gambs | Board Member | — | ||
| Jefferson Han | Board Member | — | ||
| Mary Harden | Board Member | — | ||
| Ching-Yee Hu | Board Member | — | ||
| Shira Lee Katz | Board Member | — | ||
| Sue Larson | Board Member | — | ||
| Alisa Won | Board Member | — | ||
| Caroline Wood | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Richard Lonsdorf | Board Member | 4.5% of Rev | ||
| Jenny Chisholm | Treasurer | 3.3% of Rev | ||
| Mark Salkind | Board President | — | ||
| Lucinda Lee Katz | Board President | — | ||
| Carolyn Spitz | Treasurer | — | ||
| Joel Kaufmann | Secretary | — | ||
| Susan S Blake | Board Member | — | ||
| Patricia De Luca | Board Member | — | ||
| John Gambs | Board Member | — | ||
| Paula Gambs | Board Member | — | ||
| Jefferson Han | Board Member | — | ||
| Mary Harden | Board Member | — | ||
| Shira Lee Katz | Board Member | — | ||
| Sue Larson | Board Member | — | ||
| Alisa Won | Board Member | — | ||
| Caroline Wood | 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: financial score sits 33 points below the peer median (0 vs. 33).
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 13.7% 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.