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 | — | — | 4.5% | 41 | Financially Distressed | Recovery | |
| 2022 | — | — | 15.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 14.0% | 41 | Fragile | Recovery | |
| 2020 | — | — | 11.1% | 36 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 9.0% | 40 | Financially Distressed | Recovery | |
| 2018 | — | — | 7.2% | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | 6.7% | 36 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 7.0% | 36 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 6.5% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 7.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 6.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 6.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 6.7% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dr Martina Ayala | Executive Dir. | 4.5% of Rev | ||
| Jennie E Rodriguez | Executive Dir. | 1.8% of Rev | ||
| Francisco Gomez | Board President | — | ||
| Robert Sanchez | Board Member | — | ||
| Robert G Retana | Board President | — | ||
| Lorenzo Robleto | Board Member | — | ||
| Irene D Gomez | Secretary | — | ||
| Rosa E Jaquez | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jennie E Rodriguez | Executive Dir. | 5.3% of Rev | ||
| Francisco Gomez | Board President | — | ||
| Robert G Retana | Board Member | — | ||
| Isabel Barraza | Board President | — | ||
| Nephtali Gonzalez | Treasurer | — | ||
| Irene D Gomez | Secretary | — | ||
| Rosa E Jaquez | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jennie E Rodriguez | Executive Dir. | 4.9% of Rev | ||
| Francisco Gomez | Board President | — | ||
| Isabel Barraza | Board President | — | ||
| Nephtali Gonzalez | Treasurer | — | ||
| Irene D Gomez | Secretary | — | ||
| Rosa E Jaquez | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 171 other orgs in CA with NTEE prefix A2.
Most-divergent component: program score sits 30 points above the peer median (60 vs. 30).
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 40 → 41 over 5 years (improving by 1 points).
What's driving this score
- Comp-to-revenue ratio of 4.5% 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.