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 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 17.1% | 25 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 16.6% | 20 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 37.8% | 19 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 1.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 8.3% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 12.8% | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 39 | Fragile | Recovery | |
| 2015 | — | — | 2.8% | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 10.9% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARC CARO-WILLCOX | Board President | — | ||
| DESHA CROWNOVER | Board Member | — | ||
| PAMELA EVERETT | Treasurer | — | ||
| ERIN PETERSEN | Board Member | — | ||
| LENELLE WYLIE | Secretary | — | ||
| COLE ATENCIO | Board Member | — | ||
| ELISSA RUSSELL | Board Member | — | ||
| HUNTER BROWN | Board Member | — | ||
| JARED JACOBS | Board Member | — | ||
| LUIS GARCIA | Board Member | — | ||
| STEVEN JENSEN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JORDY ROSE | Board Member | — | ||
| ANTHONY ZELIG | Board Member | — | ||
| PETE SHANER | Board Member | — | ||
| PAMELA EVERETT | Treasurer | — | ||
| DESHA CROWNOVER | Board Member | — | ||
| TOM HAINE | Board President | — | ||
| BARRON HENZEL | Board President | — | ||
| VANESSA DINNING | Board Member | — | ||
| STACY MYCORN | Board Member | — | ||
| ROSEMARY HARRISON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JORDY ROSE | Board Member | — | ||
| JORDY ROSE | Board Member | — | ||
| ANTHONY ZELIG | Board Member | — | ||
| ANTHONY ZELIG | Board Member | — | ||
| PETE SHANER | Board Member | — | ||
| PETE SHANER | Board Member | — | ||
| PAMELA EVERETT | Treasurer | — | ||
| PAMELA EVERETT | Board Member | — | ||
| DESHA CROWNOVER | Board Member | — | ||
| DESHA CROWNOVER | Board Member | — | ||
| TOM HAINE | Board President | — | ||
| STACY MYCORN | Board Member | — | ||
| BARRON HENZEL | Board President | — | ||
| KATY SKYRUD | Treasurer | — | ||
| VANESSA DINNING | Board Member | — | ||
| BARRON HENZEL | Board President | — | ||
| STACY MYCORN | Board Member | — | ||
| TOM HAINE | Board President | — | ||
| ROSEMARY HARRISON | Board Member | — | ||
| ROSEMARY HARRISON | Board Member | — | ||
| VANESSA DINNING | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,424 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 48 points below the peer median (5 vs. 53).
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.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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.