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 | Hidden | Hidden | 22.9% | 37 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 11.3% | 48 | Fragile | Recovery | |
| 2021 | — | — | 11.9% | 39 | Fragile | Recovery | |
| 2020 | — | — | — | 18 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 23.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 11.7% | 42 | Fragile | Recovery | |
| 2017 | — | — | 15.3% | 35 | Fragile | Gov Risk | |
| 2016 | — | — | 13.7% | 37 | Fragile | Recovery | |
| 2015 | — | — | 26.9% | 27 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 19.4% | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 15.4% | 37 | Fragile | Recovery | |
| 2012 | — | — | 9.9% | 36 | Financially Distressed | Recovery | |
| 2011 | — | — | 16.4% | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kimberlee Maselli | Board President | 15.7% of Rev | ||
| Michael Maselli | Board President | 9.1% of Rev | ||
| Lori Sorensen | Board Member | — | ||
| Kaj Sorensen | Board Member | — | ||
| Laura Klein-Weiner | Board Member | — | ||
| Tristin Cooper | Secretary | — | ||
| Deborah Collodel | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kimberlee Maselli | Board President | 8.1% of Rev | ||
| Michael Maselli | Board President | 3.7% of Rev | ||
| Lori Sorensen | Board Member | — | ||
| Kaj Sorensen | Board Member | — | ||
| Laura Klein-Weiner | Board Member | — | ||
| Paige Loter | Board Member | — | ||
| Deborah Collodel | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kimberlee Maselli | Board President | 4.1% of Rev | ||
| Michael Maselli | Board President | 3.7% of Rev | ||
| Lori Sorensen | Board Member | — | ||
| Kaj Sorensen | Board Member | — | ||
| Laura Klein-Weiner | Board Member | — | ||
| Paige Loter | Board Member | — | ||
| Deborah Collodel | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Maselli | Board President | — | ||
| Kimberlee Maselli | Board President | — |
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.
What's driving this score
- Comp-to-revenue ratio of 22.9% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.