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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 9.8% | 30 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 11.4% | 33 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 13.1% | 31 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 11.3% | 31 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 11.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 7.4% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 12.2% | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 9.9% | 30 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 9.4% | 30 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 10.4% | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 11.4% | 31 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 12.4% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRITTAINY POPE | EXECUTIVE DI | 10.1% of Rev | ||
| STACY EPPERS | Board Member | — | ||
| NATHAN HICKS | Board Member | — | ||
| SHANTELL PARKER JORDAN | Board Member | — | ||
| JASON MACKOWIAK | Board Member | — | ||
| CESAR MARRERO | Board Member | — | ||
| ANDREW SHEHEE | Board Member | — | ||
| LYNN LAIRD WHITE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBIN JONES | Executive Director | 13.6% of Rev | ||
| CESAR MARRERO | Board President | — | ||
| MOLLIE CORBETT | Board President | — | ||
| DAVID WHITE | ATTORNEY | — | ||
| JOSHUA CHAMBERS | Board Member | — | ||
| ANDREW SHEHEE | Board Member | — | ||
| JASON MACOWIACK | Board Member | — | ||
| ADENA HELM | Board Member | — | ||
| JOE PEASE | Treasurer | — | ||
| BRITTNEY POPE | Secretary | — | ||
| KATHY LEVINGSTON | Board Member | — | ||
| SANDRA HARVEY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBIN JONES | Executive Director | 11.9% of Rev | ||
| CESAR MARRERO | Board President | — | ||
| MOLLIE CORBETT | Board President | — | ||
| DAVID WHITE | ATTORNEY | — | ||
| JOSHUA CHAMBERS | Board Member | — | ||
| ANDREW SHEHEE | Board Member | — | ||
| JASON MACOWIACK | Board Member | — | ||
| ADENA HELM | Board Member | — | ||
| JOE PEASE | Treasurer | — | ||
| BRITTNEY POPE | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBIN JONES | Executive Director | 11.3% of Rev | ||
| CESAR MARRERO | Board President | — | ||
| MOLLIE CORBETT | Board President | — | ||
| DAVID WHITE | ATTORNEY | — | ||
| JOSHUA CHAMBERS | Board Member | — | ||
| ANDREW SHEHEE | Board Member | — | ||
| JASON MACOWIACK | Board Member | — | ||
| D J THOMAS | Board Member | — | ||
| JOE PEASE | Treasurer | — | ||
| BRITTNEY POPE | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 14 other orgs in LA with NTEE prefix A2.
Most-divergent component: financial score sits 31 points below the peer median (0 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.
What's driving this score
- Comp-to-revenue ratio of 9.8% 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.