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 | — | — | — | 39 | Fragile | Recovery | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 42 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 40 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 50 | Fragile | Recovery | |
| 2012 | — | — | — | 38 | Fragile | Decline Risk | |
| 2011 | — | — | — | 45 | Fragile | Decline Risk | |
| 2010 | — | — | — | 49 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBRA COLLETTI | Board President | — | ||
| GABE HANZELI | Board President | — | ||
| WILLIAM VILLASENOR | Treasurer | — | ||
| BRIAN CHASE | Secretary | — | ||
| CECILIA AGUERRE | Board Member | — | ||
| ELSA BEHNEY | Board Member | — | ||
| JOHN BRONDELLO | Board Member | — | ||
| CLAUDIA CASTA-PECORA | Board Member | — | ||
| MICHAEL SCOTT FEELEY | Board Member | — | ||
| GILBERT GEMBACZ | Board Member | — | ||
| MARIA GRANT | Board Member | — | ||
| GEORGY HAWLEY | Board Member | — | ||
| MARICIA HOBBS | Board Member | — | ||
| KATHLEEN HUSTON | Board Member | — | ||
| JOHN MCDONNELL JR | Board Member | — | ||
| MICHAEL MOLINA | Board Member | — | ||
| ANDRIA PINKOWSKI | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBRA COLLETTI | Board President | — | ||
| GABE HANZELI | Board President | — | ||
| KAPIL MAHENDRA | Treasurer | — | ||
| BRIAN CHASE | Secretary | — | ||
| CECILIA AGUERRE | Board Member | — | ||
| ELSA BEHNEY | Board Member | — | ||
| MICHAEL SCOTT FEELEY | Board Member | — | ||
| MARIA GRANT | Board Member | — | ||
| GEORGE HAWLEY | Board Member | — | ||
| KATHLEEN HUSTON | Board Member | — | ||
| JOHN L MCDONNELL JR | Board Member | — | ||
| MARCIA HOBBS | Board Member | — | ||
| KRISTAN O'DONNELL | Board Member | — | ||
| CLAUDIA PERCORA | Board Member | — | ||
| ANDRIA PINKOWSKI | Board Member | — | ||
| SHERRY VAN METER | Board Member | — | ||
| BILL VILLASENOR | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES E R LOW | Board President | — | ||
| BRIAN CHASE | Secretary | — | ||
| KAPIL MAHENDRA | Treasurer | — | ||
| DEBRA COLLETTI | Board President | — | ||
| BARBARA WILSEY | Board Member | — | ||
| BILL VILLASENOR | Board Member | — | ||
| BRIAN MATTHEWS | Board Member | — | ||
| CLAUDIA PERCORA | Board Member | — | ||
| GABE HANZELI | Board Member | — | ||
| GREG STANISLAWSKI | Board Member | — | ||
| JOHN L MCDONNELL JR | Board Member | — | ||
| KATHLEEN HUSTON | Board Member | — | ||
| KRISTAN O'DONNELL | Board Member | — | ||
| MARCIA HOBBS | Board Member | — | ||
| MARIA GRANT | Board Member | — | ||
| MICHAEL SCOTT FEELEY | Board Member | — | ||
| MONICA FISCHBECK | Board Member | — | ||
| SHERRY VAN METER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 46 other orgs in CA with NTEE prefix A1.
Most-divergent component: financial score sits 16 points below the peer median (25 vs. 41).
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.
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.