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 | — | — | 64.4% | 22 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 36.1% | 26 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 27.7% | 26 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 37.0% | 26 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 36.4% | 28 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 9.4% | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 4.6% | 38 | Financially Distressed | Recovery | |
| 2015 | — | — | 28.5% | 32 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 37.3% | 22 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 42.2% | 22 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Elena Gross | Executive Dir. | 23.7% of Rev | ||
| Kim Arteche | Executive Dir. | 21.5% of Rev | ||
| Eric Cabunoc | Board President | — | ||
| Jessica Abbott Williams | Board Member | — | ||
| Kerri Hurtado | Board President | — | ||
| Beatriz Mejia | Board Member | — | ||
| Galen Melchert | Board Member | — | ||
| Svea Lin Soll | Treasurer | — | ||
| Jessica Tschirki | Secretary | — | ||
| Thet Shein Win | Board Member | — | ||
| Nat Amare | Board Member | — | ||
| Alex Morrison | Board Member | — | ||
| Jyoti Argade | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kim Arteche | Board President | 24.7% of Rev | ||
| Elena Gross | Board President | 13.2% of Rev | ||
| Daniel Nevers | Board President | 11.9% of Rev | ||
| Shawn HibmaCronan | Board President | — | ||
| Alex Morrison | Board Member | — | ||
| Eric Cabunoc | Secretary | — | ||
| Jessica Abbott Williams | Board Member | — | ||
| Kerri Hurtado | Board President | — | ||
| Beatriz Mejia | Board Member | — | ||
| Weston Teruya | Board President | — | ||
| Svea Lin Soll | Treasurer | — | ||
| Jessica Tschirki | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Daniel Nevers | Executive Dir. | 27.9% of Rev | ||
| Kelsey Nicholson | Board President | — | ||
| Margaret OConnor | Board Member | — | ||
| Jessica Cadkin | Board Member | — | ||
| Shawn HibmaCronan | Board President | — | ||
| Henry Parsons | Board President | — | ||
| Laili Gohartaj | Treasurer | — | ||
| Eric Cabunoc | Secretary | — | ||
| Kerri Hurtado | Board Member | — | ||
| Jessica Abbott Williams | 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: financial score sits 33 points below the peer median (0 vs. 33).
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 64.4% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 64.4% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.