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 | — | |
| 2024 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2023 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2021 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 42 | Fragile | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALISSA HAYNES | Board President | — | ||
| RHONDA BATSON | Board President | — | ||
| CLIFFORD MONTE | Treasurer | — | ||
| KATHY HANSEN | Secretary | — | ||
| LOURDES CLEMMONS | Board Member | — | ||
| STACIE ARANCIBIA | Board Member | — | ||
| ALEJANDRO CARRILLO | Board Member | — | ||
| SUE BANGON EMANIVONG | Board Member | — | ||
| COLLIN LEWIS | Board Member | — | ||
| STEVE ROUSSOS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAN BALADA | Board President | — | ||
| LOURDES CLESSON | Board President | — | ||
| KATHERINE HANSON | Treasurer | — | ||
| SUSAN LEE | Secretary | — | ||
| BEN SERPA | Board Member | — | ||
| PAUL WARD | Board Member | — | ||
| MIDGE ECK | Board Member | — | ||
| PAUL LONGO | Board Member | — | ||
| VICTORIA GOMES | Board Member | — | ||
| CHARLES NIES | Board Member | — | ||
| JANINE ECHABARNE | Board Member | — | ||
| CHERYL BARNETT | Board Member | — | ||
| AMY BULTENA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAN BALADA | Board President | — | ||
| LOURDES CLESSON | Board President | — | ||
| KATHERINE HANSON | Treasurer | — | ||
| SUSAN LEE | Secretary | — | ||
| BEN SERPA | Board Member | — | ||
| PAUL WARD | Board Member | — | ||
| MIDGE ECK | Board Member | — | ||
| PAUL LONGO | Board Member | — | ||
| VICTORIA GOMES | Board Member | — | ||
| CHARLES NIES | Board Member | — | ||
| JANINE ECHABARNE | Board Member | — | ||
| CHERYL BARNETT | Board Member | — | ||
| AMY BULTENA | 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
- 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.