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 | — | — | 11.8% | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 15.3% | 33 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 10.1% | 42 | Fragile | Recovery | |
| 2020 | — | — | 8.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 4.2% | 39 | Financially Distressed | Recovery | |
| 2018 | — | — | 5.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 5.4% | 36 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 6.5% | 40 | Financially Distressed | Recovery | |
| 2015 | — | — | 6.3% | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | 18.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 18.3% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 25.3% | 30 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JODY HANET | Executive Director | 10.7% of Rev | ||
| KELLY HURTADO | Board Member | 1.2% of Rev | ||
| MARVIN R BROOME | Board Member | — | ||
| TRANG HUYNH | Board Member | — | ||
| JEFFREY PETERS | Board Member | — | ||
| KATIE SCHELLACK | Board President | — | ||
| ADAM BEARY | Treasurer | — | ||
| LAUREN FOWLER | Board President | — | ||
| MIKE SINGLETARY | Treasurer | — | ||
| CHRISTINA DAVIS | Secretary | — | ||
| PATRICK TUCK | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JODY HANET | Executive Director | 10.1% of Rev | ||
| CHRISTINA DAVIS | Board Member | — | ||
| JEFFREY PETERS | Board Member | — | ||
| ANN-MARIE STANLEY | Board Member | — | ||
| TRANG HUYNH | Board Member | — | ||
| KATIE SCHELLACK | Board President | — | ||
| LAUREN FOWLER | VICE PRESIDENTSECRETARY | — | ||
| MIKE SINGLETARY | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JODY HANET | Executive Director | 10.1% of Rev | ||
| JEFFREY PETERS | Board Member | — | ||
| CHRISTINA DAVIS | Board Member | — | ||
| TRANG HUYNH | Board Member | — | ||
| KATIE SCHELLACK | Board President | — | ||
| LAUREN FOWLER | VICE PRESIDENTSECRETARY | — | ||
| MIKE SINGLETARY | Treasurer | — |
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 LA with NTEE prefix A6.
Most-divergent component: financial score sits 36 points below the peer median (0 vs. 36).
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 11.8% 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.