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 | — | — | 11.2% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 8.4% | 38 | Financially Distressed | Recovery | |
| 2021 | — | — | 11.6% | 27 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 23.4% | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 13.7% | 37 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 8.0% | 38 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 9.2% | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 15.3% | 30 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 15.3% | 28 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 11.8% | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 3.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 6.5% | 36 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 6.6% | 36 | Financially Distressed | Recovery | |
| 2010 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2009 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Natalie Marrero | Executive Director | 9.3% of Rev | ||
| Kami Jones | Board President | — | ||
| Carol Frank | Treasurer | — | ||
| Nailah Lisa Morris | Secretary | — | ||
| Erin Carstensen | Board Member | — | ||
| Carolina Timoteo de Oliveira | Board Member | — | ||
| Randall Belyea | Board Member | — | ||
| Mason William | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Giavanni Washington | Executive Dir. | 6.2% of Rev | ||
| Kami Jones | Chairman | — | ||
| Brenda Pulido | Secretary | — | ||
| Carol Frank | Treasurer | — | ||
| Erin Carstensen | Board Member | — | ||
| Nailah Lisa | Board Member | — | ||
| Saundra Lang | Chairman | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Giavanni R Washington | Executive Dir. | 7.4% of Rev | ||
| Angela Gulliver | Chairman | — | ||
| Saundra Lang | Board Member | — | ||
| James Nash | Board Member | — | ||
| Rosalie Tucker | Board Member | — | ||
| Reonna Johnson | Board Member | — | ||
| Koryn Fyre-Fuentes | 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: 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.
Overall score has gone from 37 → 33 over 5 years (declining by 4 points).
What's driving this score
- Comp-to-revenue ratio of 11.2% 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.