Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↓
Overall
32
Score
Governance
50
Score
Financial
0
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 8.5% | 34 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 5.1% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NATALIA STANEVA | Executive Director | 5.4% of Rev | ||
| PAUL FINKEL MD | Board President | — | ||
| JOHN SHWOPE | Board President | — | ||
| ANTHONY VASQUEZ | Treasurer | — | ||
| GARY WARTIK | Secretary | — | ||
| ERIN POHL | Board Member | — | ||
| RUSSELL SPOTO MD | Board Member | — | ||
| MARIJANE UNTER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NATALIA STANEVA | Executive Director | 5.4% of Rev | ||
| BOB LUGARI | Board President | — | ||
| KIM WOODS | IMMEDIATE PA | — | ||
| HARRY CRONER | Treasurer | — | ||
| ANNE PROKOPOVYCH | ASST TREASUR | — | ||
| SAMUEL BRUTTOMESSO MD | Secretary | — | ||
| JOANNE CHAO | Board Member | — | ||
| PAUL FINKEL MD | Board Member | — | ||
| NANCY ISRAEL | Board Member | — | ||
| KATHY JEFFERS-VOLK | Board Member | — | ||
| JAMES NAGY | Board Member | — | ||
| BRIAN NELSON | Board Member | — | ||
| JOAN PICCIONI | Board Member | — | ||
| ERIN POHL | Board Member | — | ||
| SHEILA SCHWEDES | Board Member | — | ||
| JOHN SHWOPE | Board Member | — | ||
| RUSSELL SPOTO MD | Board Member | — | ||
| STAN SUTTON | Board Member | — | ||
| MARIJANE UNTER | Board Member | — | ||
| GARY WARTIK | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SAMUEL BRUTTOMESSO MD | Secretary | — | ||
| NANCY ISRAEL | Board Member | — | ||
| STEPHEN MACINTOSH | Board Member | — | ||
| HARRY CRONER | Treasurer | — | ||
| THOMAS MURPHY | Board Member | — | ||
| JOANNE CHAO | Board Member | — | ||
| ROSS GOLDBERG | Board Member | — | ||
| JAMES NAGY | Board Member | — | ||
| JOHN SHWOPE | Board Member | — | ||
| RUSSELL SPOTO MD | Board Member | — | ||
| STAN SUTTON | Board Member | — | ||
| PETER VAN NAME | Board Member | — | ||
| GARY WARTIK | Board Member | — | ||
| KIM WOODS | Board Member | — | ||
| LYNN ZIMAN | Board Member | — | ||
| PAUL FINKEL MD | Board Member | — | ||
| DWIGHT BROWN | Chairman | — | ||
| KAREN DEAN FRITTS PhD | Board Member | — | ||
| BOB LUGARI | Board President | — | ||
| BRIAN NELSON | Board Member | — | ||
| JOAN PICCIONI | Board Member | — | ||
| ERIN POHL | Board Member | — | ||
| ANNE PROKOPOVYCH | Board Member | — | ||
| MARYJANE UNTER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LEAH MENDELSOHN | Board Member | — | ||
| SAMUEL BRUTTOMESSO MD | Secretary | — | ||
| NANCY ISRAEL | Board Member | — | ||
| STEPHEN MACINTOSH | Board Member | — | ||
| HARRY CRONER | Treasurer | — | ||
| THOMAS MURPHY | Board Member | — | ||
| JOANNE CHAO | Board Member | — | ||
| ROSS GOLDBERG | Board President | — | ||
| JAMES NAGY | Board Member | — | ||
| JOHN SHWOPE | Board Member | — | ||
| RUSSELL SPOTO MD | Board Member | — | ||
| STAN SUTTON | Board Member | — | ||
| PETER VAN NAME | Board Member | — | ||
| GARY WARTIK | Board Member | — | ||
| KIM WOODS | Board Member | — | ||
| LYNN ZIMAN | Board Member | — | ||
| PAUL FINKEL MD | Board Member | — | ||
| DWIGHT BROWN | Chairman | — | ||
| MARK FITZPATRICK | Board Member | — | ||
| KAREN DEAN FRITTS PhD | Board Member | — | ||
| BOB LUGARI | Board President | — | ||
| BRIAN NELSON | Board Member | — | ||
| JOAN PICCIONI | Board Member | — | ||
| ERIN POHL | Board Member | — | ||
| ANNE PROKOPOVYCH | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
32 / 100
Priority Review
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.