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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 36.4% | 23 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 21.6% | 30 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | — | 50 | Fragile | Recovery | |
| 2020 | — | — | 13.7% | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 10.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 8.3% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDRA YOUNG | Treasurer | — | ||
| GREGORY GREEN | Board Member | — | ||
| LISA LORENZ | Board President | — | ||
| JUDY LAM | Board Member | — | ||
| SHIRLEY SISK | Board Member | — | ||
| EVA-MARIE TISDALE | Board Member | — | ||
| BETH RASLER | Board Member | — | ||
| THOMAS HANDLEY | Board President | — | ||
| AUDREY KEARNS | Board President | — | ||
| PAUL IANNACCONE | Executive Dir. | — | ||
| MARK GREEN | Board Member | — | ||
| MERNA MORSE | Board Member | — | ||
| BARBARA GORSUCH | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL IANNACCONE | Executive Dir. | 12.3% of Rev | ||
| PAUL IANNACCON | Executive Dir. | 8.8% of Rev | ||
| CARYL DOCKTER | Board Member | — | ||
| SANDRA YOUNG | Board Member | — | ||
| GREGORY GREEN | Board Member | — | ||
| LISA LORENZ | Board Member | — | ||
| JUDY LAM | Board Member | — | ||
| SHIRLEY SISK | Board Member | — | ||
| EVA-MARIE TISDALE | Board Member | — | ||
| BETH RASLER | Board Member | — | ||
| THOMAS HANDLEY | Board Member | — | ||
| AUDREY KEARNS | Board Member | — | ||
| MARK GREEN | Board President | — | ||
| MERNA MORSE | Board President | — | ||
| MARIE SMITH | Treasurer | — | ||
| BARBARA GORSUCH | Secretary | — | ||
| MARK GREEN | Board Member | — | ||
| MERNA MORSE | Board Member | — | ||
| BARBARA GORSUCH | Secretary | — | ||
| SANDRA YOUNG | Board Member | — | ||
| GREGORY GREEN | Board Member | — | ||
| LISA LORENZ | Board President | — | ||
| JUDY LAM | Board Member | — | ||
| SHIRLEY SISK | Board Member | — | ||
| EVA-MARIE TISDALE | Board Member | — | ||
| BETH RASLER | Treasurer | — | ||
| THOMAS HANDLEY | Board Member | — | ||
| AUDREY KEARNS | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 28 points below the peer median (5 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.
Overall score has gone from 29 → 23 over 5 years (declining by 6 points).
What's driving this score
- Comp-to-revenue ratio of 36.4% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 36.4% to under 22% of revenue — would move governance score by ~29 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.