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 | — | — | 12.6% | 35 | Critical Intervention Needed | Recovery | |
| 2023 | Hidden | Hidden | 25.2% | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 16.5% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 33.1% | 38 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 6.7% | 42 | Fragile | Recovery | |
| 2019 | — | — | 7.0% | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | 3.9% | 35 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 6.2% | 40 | Fragile | Recovery | |
| 2016 | — | — | 3.4% | 37 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 6.0% | 40 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 6.0% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 13.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 5.6% | 44 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Leo Eylar | Board Member | 8.0% of Rev | ||
| Kiri Loehmann | Executive Dir. | 4.5% of Rev | ||
| Tyson Mao | Board President | — | ||
| Jean Yee | Treasurer | — | ||
| Cheryl Cho-Phan | Secretary | — | ||
| Audrey Ho | Secretary | — | ||
| Brian Chan | Board Member | — | ||
| Hannah Chang | Board Member | — | ||
| Kevin Cho | Board Member | — | ||
| Lisa Oliver | Board Member | — | ||
| Wenqi Shao | Board Member | — | ||
| Vincent Sheu | Board Member | — | ||
| Lael Sigal | Board Member | — | ||
| Mark Stevens | Board Member | — | ||
| Yue Xu | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Leo Eylar | Board Member | 7.2% of Rev | ||
| Christopher McLaurin | Executive Director | 6.1% of Rev | ||
| Jim Hogan | Executive Director | 0.3% of Rev | ||
| Cheryl Cho-Phan | Secretary | — | ||
| Li Li Yin | Board Member | — | ||
| Sharon Chau | Board Member | — | ||
| Barbara Fritschen | Board President | — | ||
| Yvonne Ho | Board Member | — | ||
| D C Kim | Board Member | — | ||
| Jean Yee | Treasurer | — | ||
| Louise Tsoi | Board Member | — | ||
| John McGrory | Board Member | — | ||
| David Morley | Board President | — | ||
| Tyson Mao | Board Member | — | ||
| Diana Savastio | Board Member | — | ||
| Manju Radhakrishnan | Board Member | — | ||
| Jing Shao | Board Member | — | ||
| Erin Lo | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jim Hogan | Executive Direc | 3.5% of Rev | ||
| Cheryl Cho-Phan | Secretary | — | ||
| Li Li | Treasurer | — | ||
| Sharon Chau | Board Member | — | ||
| Barbara Fritschen | Board Member | — | ||
| Yvonne Ho | Board Member | — | ||
| D C Kim | Board Member | — | ||
| Erin Lo | Board Member | — | ||
| Louise Tsoi | Board Member | — | ||
| John McGrory | Board Member | — | ||
| David Morley | Board President | — | ||
| Audrey Jee | Board Member | — | ||
| Diana Savastio | Board Member | — | ||
| Ann Dalton | Board Member | — | ||
| Christopher McLaurin | Executive Dir. | — | ||
| Kristie Kim | 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: program score sits 29 points above the peer median (60 vs. 31).
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 12.6% sits within the sector's healthy band (18–22%).
- 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.