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 | — | — | 7.6% | 45 | Fragile | Recovery | |
| 2022 | — | — | — | 43 | Fragile | Recovery | |
| 2021 | — | — | — | 40 | Fragile | Recovery | |
| 2020 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 40 | Fragile | Recovery | |
| 2017 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICIA FRANKLIN | CHAIRMAN & EXECUTIVE DIREC | 9.3% of Rev | ||
| NERLYN PIERSON | Secretary | — | ||
| ANGELA HO | Board Member | — | ||
| MOTOKO GUELER | Board Member | — | ||
| BOB ZAPATA | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICIA FRANKLIN | Board President | — | ||
| NERLYN PIERSON | Secretary | — | ||
| ANGELA HO | Board Member | — | ||
| ELIZABETH KELLOGG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICIA FRANKLIN | Board President | — | ||
| LEANN LINDSEY | Treasurer | — | ||
| NERLYN PIERSON | Secretary | — | ||
| NATALIE WIEGENFELD | Board Member | — | ||
| ANGELA HO | Board Member | — | ||
| ELIZABETH KELLOGG | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 593 other orgs in US with NTEE prefix B3.
Most-divergent component: governance score sits 0 points above the peer median (85 vs. 85).
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 0.0% sits within the sector's healthy band (18–22%).
- Net assets declined for 4 consecutive years of deficit spending; cash runway narrowing.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.