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 | 3.6% | 37 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 3.7% | 41 | Fragile | Recovery | |
| 2021 | — | — | 4.0% | 46 | Fragile | Recovery | |
| 2020 | — | — | 11.8% | 31 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 4.8% | 35 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 3.7% | 37 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 4.4% | 37 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 4.5% | 47 | Fragile | Decline Risk | |
| 2015 | — | — | 4.2% | 53 | Fragile | Recovery | |
| 2014 | — | — | — | 49 | Fragile | Stable Watch | |
| 2013 | — | — | — | 52 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID M MAYERI | Board President | 3.6% of Rev | ||
| JOHN WELLER | Treasurer | — | ||
| MARK E RENNIE | Secretary | — | ||
| ANN FISCHER HECHT | Board Member | — | ||
| NOAH DOYLE | Board Member | — | ||
| ADAM PLANAS | Board Member | — | ||
| BILLY COOK | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID M MAYERI | Board President | 3.6% of Rev | ||
| MARK RENNIE | Secretary | — | ||
| JOHN WELLER | Treasurer | — | ||
| ANN FISCHER HECHT | Board Member | — | ||
| NOAH DOYLE | Board Member | — | ||
| ADAM PLANAS | Board Member | — | ||
| ANDREW FREMDER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID M MAYERI | Board President | 3.1% of Rev | ||
| JENNIFER BURT | Board Member | — | ||
| NOAH DOYLE | Board Member | — | ||
| ANDREW FREMDER | Board Member | — | ||
| ANN FISCHER HECHT | Board Member | — | ||
| MARK RENNIE | Secretary | — | ||
| JOHN WELLER | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID W WAYERI | Board President | 3.1% of Rev | ||
| JENNIFER BURT | Board Member | — | ||
| NOAH DOYLE | Board Member | — | ||
| ANDREW FREMDER | Board Member | — | ||
| ANN FISCHER HECHT | Board Member | — | ||
| MARK RENNIE | Secretary | — | ||
| JOHN WELLER | Treasurer | — |
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: program score sits 29 points above the peer median (60 vs. 31).
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 3.6% 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.