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 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 14.1% | 48 | Fragile | Recovery | |
| 2021 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 33.3% | 28 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 42 | Fragile | Recovery | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 37 | Fragile | Recovery | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 18.0% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 19.1% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Christopher DeNatale | Executive Director | 34.9% of Rev | ||
| Philippa Ward | Board President | — | ||
| Andy Starr | Board President | — | ||
| Geoff Hansen | Secretary | — | ||
| Richard Hall | Treasurer | — | ||
| Brad Wagenknecht | Board Member | — | ||
| Bill Gantt | Board Member | — | ||
| Vince Piombo | Board Member | — | ||
| M Hilton | Board Member | — | ||
| Aisha Rivera | Board Member | — | ||
| Melanie Brain | Board Member | — | ||
| Ross Portugueis | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Christopher DeNatale | Executive Director | 27.5% of Rev | ||
| Richard Hall | Board President | — | ||
| Philippa Ward | Board President | — | ||
| Geoff Hansen | Secretary | — | ||
| Colleen Schulman | Treasurer | — | ||
| Brad Wagenknecht | Board Member | — | ||
| Anne Mullaney | Board Member | — | ||
| Bill Gantt | Board Member | — | ||
| Vince Piombo | Board Member | — | ||
| Andy Starr | Board Member | — |
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: financial score sits 29 points below the peer median (5 vs. 34).
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.
Overall score has gone from 28 → 31 over 5 years (improving by 3 points).
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.