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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 39 | Fragile | Stable Watch | |
| 2022 | — | — | — | 39 | Fragile | Recovery | |
| 2021 | — | — | — | 40 | Fragile | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN ATKINSON | Board Member | — | ||
| ELIZABETH CAPLUN | Board Member | — | ||
| DAVE GERMAN | Board Member | — | ||
| JANE HSU | Board Member | — | ||
| JUDYTH GREENBURGH | VICE PRESIDE | — | ||
| PETE WATERCOTT | Board President | — | ||
| JOHN WEHAUSEN | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN ATKINSON | Board Member | — | ||
| ELIZABETH CAPLUN | Board Member | — | ||
| JEFF GRIFFITHS | Board Member | — | ||
| JESSE STEELE | Board Member | — | ||
| JUDYTH GREENBURGH | VICE PRESIDE | — | ||
| PETE WATERCOTT | Board President | — | ||
| JOHN WEHAUSEN | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEFF GRIFFITHS | Board Member | — | ||
| PETE WATERCOTT | Board Member | — | ||
| LINDA ARCULARIUS | Board President | — | ||
| JUDYTH GREENBURGH | VICE PRESIDE | — | ||
| JOHN WEHAUSEN | Secretary | — |
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 15 points above the peer median (45 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
- 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.