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 | — | — | 6.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 5.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 4.5% | 35 | Financially Distressed | Stable Watch | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 40 | Fragile | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 1.2% | 35 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2010 | — | — | — | 18 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID BARON | Board President | 21.2% of Rev | ||
| KASEY R CARTER | EXECUTIVE DI | 15.9% of Rev | ||
| MATTHEW LICHTENBERG | Treasurer | — | ||
| ADRIENNE BARON | Board Member | — | ||
| JOEL ANDRYC | Board Member | — | ||
| GREGG FIENBERG | Board Member | — | ||
| GERRI LEE FRYE | Board Member | — | ||
| MICHAEL KARLIN | Board Member | — | ||
| ARI RYAN | Board Member | — | ||
| CLIFTON S SMITH JR | Board Member | — | ||
| STEVE TAUB | Board Member | — | ||
| JOSH FLAGG | Board Member | — | ||
| JIM BLATT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID BARON | Board President | 21.1% of Rev | ||
| KASEY CARTER | Executive Director | 13.6% of Rev | ||
| MATTHEW LICHTENBERG | Treasurer | — | ||
| ADRIENNE BARON | Board Member | — | ||
| JOEL ANDRYC | Board Member | — | ||
| GREGG FIENBERG | Board Member | — | ||
| GERRI LEE FRYE | Board Member | — | ||
| MICHAEL KARLIN | Board Member | — | ||
| ARI RYAN | Board Member | — | ||
| CLIFTON S SMITH JR | Board Member | — | ||
| STEVE TAUB | Board Member | — | ||
| JOSH FLAGG | Board Member | — | ||
| JIM BLATT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID BARON | Board President | — | ||
| MATTHEW LICHTENBERG | Treasurer | — | ||
| ADRIENNE BARON | Secretary | — | ||
| JOEL ANDRYC | Board Member | — | ||
| GREGG FIENBERG | Board Member | — | ||
| GERRI LEE FRYE | Board Member | — | ||
| MICHAEL KARLIN | Board Member | — | ||
| ARI RYAN | Board Member | — | ||
| CLIFTON S SMITH JR | Board Member | — | ||
| STEVE TAUB | Board Member | — | ||
| JOSH FLAGG | 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 6.8% 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.