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 | Hidden | Hidden | 7.9% | 44 | Fragile | Recovery | |
| 2022 | — | — | 14.0% | 37 | Fragile | Gov Risk | |
| 2021 | — | — | 11.3% | 41 | Fragile | Recovery | |
| 2020 | — | — | 19.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 36.7% | 23 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 23.2% | 28 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 23.5% | 32 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 18.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 17.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 5.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 21.0% | 20 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 15.6% | 31 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 7.3% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH SPAVENTO | INTERIM EXEC | 6.5% of Rev | ||
| JEFF LEMUCCHI | OFFICE MANAG | 4.5% of Rev | ||
| IVA FENDRICK | Board Member | — | ||
| ANTHONY GOSS | Board Member | — | ||
| DIANNE HOOVER | Secretary | — | ||
| ALICIA KOLBUS | Board President | — | ||
| RUNA LEMMINN | MARKETING | — | ||
| MARIA MERCADO | Board Member | — | ||
| JAMES MINYARD | Board Member | — | ||
| MATTHEW NOCITA | Treasurer | — | ||
| DIANA RAMIREZ | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| IVA FENDRICK | Board Member | — | ||
| ANTHONY GOSS | Board Member | — | ||
| DIANNE HOOVER | Secretary | — | ||
| ALICIA KOLBUS | Board President | — | ||
| RUNA LEMMINN | MARKETING | — | ||
| JEFF LEMUCCHI | OFFICE MANAG | — | ||
| CHRISTOPHER MCGEHEE | Treasurer | — | ||
| MARIO MERCADO | Board Member | — | ||
| JAMES MINYARD | Board Member | — | ||
| DIANA RAMIREZ | Board Member | — | ||
| ELIZABETH SPAVENTO | EXECUTIVE DI | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID GORDON | EXECUTIVE DI | 10.3% of Rev | ||
| JEFF LEMUCCHI | OFFICE MANAG | 6.2% of Rev | ||
| RUNA LEMMINN | MARKETING | 2.4% of Rev | ||
| IVA FENDRICK | Board Member | — | ||
| ANTHONY GOSS | Board Member | — | ||
| DIANNE HOOVER | Secretary | — | ||
| ALICIA KOLBUS | Board President | — | ||
| CHRISTOPHER MCGEHEE | Treasurer | — | ||
| MARIO MERCADO | Board Member | — | ||
| JAMES MINYARD | Board Member | — | ||
| DIANA RAMIREZ | 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.
Overall score has gone from 23 → 44 over 5 years (improving by 21 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 7.9% sits within the sector's 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:
- 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.