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 | — | 35 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 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 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 5.2% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| COLIN ALLEY | Treasurer | — | ||
| ERIN ALLEY | Board Member | — | ||
| GABRIELLE BERMAN-SMITH | Board Member | — | ||
| JEAN BOTE | Board Member | — | ||
| MARY DILTS | Secretary | — | ||
| CARL FREDRICK | Board Member | — | ||
| LUCY MERCER | Board Member | — | ||
| LISETTE SELL | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY DILTS | Secretary | — | ||
| LUCY MERCER | Board Member | — | ||
| MICHAEL PRITCHARD | Board Member | — | ||
| LISETTE SELL | Board President | — | ||
| GARY STANFORD | Board Member | — | ||
| BRUCE TREMAYNE | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY DILTS | Secretary | — | ||
| LUCY MERCER | Board Member | — | ||
| MICHAEL PRITCHARD | Board Member | — | ||
| LISETTE SELL | Board President | — | ||
| GARY STANFORD | Board Member | — | ||
| BRUCE TREMAYNE | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY DILTS | Secretary | — | ||
| LUCY MERCER | Board Member | — | ||
| MICHAEL PRITCHARD | Board Member | — | ||
| LISETTE SELL | Board President | — | ||
| GARY STANFORD | Board Member | — | ||
| BRUCE TREMAYNE | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 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
- 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.