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 | — | — | 9.2% | 38 | Financially Distressed | Recovery | |
| 2022 | — | — | 9.9% | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | 15.6% | 31 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 14.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 14.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 14.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 13.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 12.1% | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | 17.2% | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 18.5% | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 12.0% | 38 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 14.2% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NINA WOODRUFF-WALKER | Executive Director | 5.4% of Rev | ||
| ROXANNE PADGETT | Board Member | 3.7% of Rev | ||
| TONIKA ELLISON | Board Member | — | ||
| COOKIE GARRETT | Board Member | — | ||
| DR LEE PORCHA MOORE | Board Member | — | ||
| KIAH KILLENS | Board Member | — | ||
| SUMMER NARANJO | Board Member | — | ||
| THUY THI NGUYEN | Board Member | — | ||
| TIFFANY YANG | Treasurer | — | ||
| DANIEL SPINKA | Board President | — | ||
| REINA ROBINSON | Board President | — | ||
| LUCAS MAST | Secretary | — | ||
| LAURIE SHAKUR | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NINA WOODRUFF-WALKER | Executive Director | 4.5% of Rev | ||
| LUCAS MAST | Board President | — | ||
| DANIEL SPINKA | Secretary | — | ||
| LAURIE SHAKUR | Treasurer | — | ||
| MONIKA BROOKS | Board Member | — | ||
| TIFFANY YANG | Board Member | — | ||
| THUY THI NGUYEN | Board Member | — | ||
| REINA ROBINSON | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 43 other orgs in CA with NTEE prefix A5.
Most-divergent component: financial score sits 30 points below the peer median (10 vs. 40).
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 9.2% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- 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.