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 | 4.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 4.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 7.2% | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 10.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 3.1% | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 1.6% | 35 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 2.1% | 35 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 0.2% | 35 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 1.5% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Cindy Murray | Executive Director | 4.0% of Rev | ||
| Peter Tompkins | Executive Director | — | ||
| Richard Rutkin | Board Member | — | ||
| Iona Blackwell | Board Member | — | ||
| James Engel | Board Member | — | ||
| Raymond Mastrovito | Board Member | — | ||
| Allison Nelson | Board Member | — | ||
| Alexis Peraino | Board Member | — | ||
| Ari Stidham | Board Member | — | ||
| Richard Storrs | Board Member | — | ||
| Brad Tanenbaum | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Cindy Murray | Executive Director | 3.8% of Rev | ||
| Richard Storrs | Board Member | — | ||
| Richard Rutkin | Board Member | — | ||
| Pete Tompkins | Treasurer | — | ||
| Natalie Bergeson | Board Member | — | ||
| Iona Blackwell | Board Member | — | ||
| James Engel | Board Member | — | ||
| Raymond Mastrovito | Board Member | — | ||
| Alexis Peraino | Board Member | — | ||
| Brad Tanenbaum | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Cindy Murray | Executive Director | 3.4% of Rev | ||
| Richard Storrs | Board Member | — | ||
| Richard Rutkin | Board Member | — | ||
| Pete Tompkins | Treasurer | — | ||
| Natalie Bergeson | Board Member | — | ||
| Iona Blackwell | Board Member | — | ||
| James Engel | Board Member | — | ||
| Allen Lawrence | Board Member | — | ||
| Bart Leininger | Board Member | — | ||
| Raymond Mastrovito | Board Member | — | ||
| Alexis Peraino | Board Member | — | ||
| Brad Tanenbaum | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Cindy Murray | Executive Director | 2.4% of Rev | ||
| Bart Leininger | Board Member | — | ||
| Raymond Mastrovito | Board Member | — | ||
| Pete Tompkins | Treasurer | — | ||
| Natalie Bergeson | Board Member | — | ||
| Iona Blackwell | Board Member | — | ||
| James Engel | Board Member | — | ||
| Allen Lawrence | Board Member | — | ||
| Alexis Peraino | Board Member | — | ||
| Richard Rutkin | Board Member | — | ||
| Richard Storrs | Board Member | — | ||
| Brad Tanenbaum | 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 4.0% 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.