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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 10.2% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 16.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2020 | — | — | 16.9% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 8.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 9.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 10.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 10.2% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN PEIRCE | Board President | 11.6% of Rev | ||
| PAUL LARENA | VICE PRESIDE | — | ||
| NANCY PEIRCE | Secretary | — | ||
| ALLISON LARENA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALLISON LARENA | Board Member | — | ||
| PAUL LARENA | VICE PRESIDE | — | ||
| JONATHAN PEIRCE | Board President | — | ||
| NANCY PEIRCE | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN PEIRCE | Board President | 3.1% of Rev | ||
| ALLISON LARENA | Board Member | — | ||
| PAUL LARENA | VICE PRESIDE | — | ||
| NANCY PEIRCE | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 49 other orgs in NJ with NTEE prefix A2.
Most-divergent component: program score sits 38 points above the peer median (60 vs. 22).
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 34 → 34 over 5 years (stable by 0 points).
What's driving this score
- Comp-to-revenue ratio of 10.2% 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.