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 | — | — | 3.5% | 43 | Fragile | Stable Watch | |
| 2022 | — | — | 3.4% | 43 | Fragile | Recovery | |
| 2021 | — | — | 3.8% | 41 | Fragile | Recovery | |
| 2020 | — | — | 3.9% | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 9.7% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 11.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 8.0% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 13.0% | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 6.7% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 10.3% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 8.0% | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 12.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 7.5% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN ALBERT LOEWENBERG | Board Member | 2.1% of Rev | ||
| EILEEN LAWRENCE | Board Member | — | ||
| ALAN FINKEL | Treasurer | — | ||
| SHERRY BEBITCH JEFFE | Board Member | — | ||
| LINDA LICHTER | Board Member | — | ||
| GARY JACOBS | Board President | — | ||
| BEEGIE TRUESDALE | Board Member | — | ||
| HECTOR ELIZONDO | Board Member | — | ||
| ANNETTE BLUM | Board Member | — | ||
| KAREN ROTHENBERG | Board Member | — | ||
| GARY SCOTT | Board Member | — | ||
| ELISABTETH FAMILIAN | Board Member | — | ||
| JONATHAN KIDD | Board Member | — | ||
| RAJ PATEL | Board Member | — | ||
| SONYA WINTON-ODAMTTEN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN ALBERT LOEWENBERG | Board Member | 2.9% of Rev | ||
| EILEEN LAWRENCE | Board Member | — | ||
| ALAN FINKEL | Treasurer | — | ||
| AVIVA COVITZ | Board President | — | ||
| SHERRY BEBITCH JEFFE | Board Member | — | ||
| LINDA LICHTER | Board Member | — | ||
| GARY JACOBS | Board President | — | ||
| BEEGIE TRUESDALE | Board Member | — | ||
| HECTOR ELIZONDO | Board Member | — | ||
| ANNETTE BLUM | Board Member | — | ||
| KAREN ROTHENBERG | Board Member | — | ||
| GARY SCOTT | Board Member | — | ||
| ELISABETH FAMILIAN | Board Member | — | ||
| RAJ PATEL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN ALBERT LOEWENBERG | Board Member | 5.9% of Rev | ||
| VICKI PEARLSON | Secretary | 2.9% of Rev | ||
| EILEEN LAWRENCE | Board Member | — | ||
| ALAN FINKEL | Treasurer | — | ||
| AVIVA COVITZ | Board President | — | ||
| SHERRY BEBITCH JEFFE | Board Member | — | ||
| LINDA LICHTER | Board Member | — | ||
| GARY JACOBS | Board President | — | ||
| BEEGIE TRUESDALE | Board Member | — | ||
| HECTOR ELIZONDO | Board Member | — | ||
| ANNETTE BLUM | Board Member | — | ||
| KAREN ROTHENBERG | Board Member | — | ||
| GARY SCOTT | Board Member | — |
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: 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.
Overall score has gone from 34 → 43 over 5 years (improving by 9 points).
What's driving this score
- Comp-to-revenue ratio of 3.5% 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.