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 | — | — | 10.5% | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 4.0% | 51 | Fragile | Recovery | |
| 2021 | — | — | 15.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 5.8% | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | 1.6% | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 3.1% | 35 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 7.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 8.5% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Carolyn Mullin | Executive Dir. | 10.5% of Rev | ||
| Gary Davis | Board President | — | ||
| Carol Flores-Beck | Board President | — | ||
| Brandon Wilks | Treasurer | — | ||
| Gary Blum | Board Member | — | ||
| Mike Doty | Board Member | — | ||
| Vincent Stewart | Board Member | — | ||
| Doranda Martin | Board Member | — | ||
| Len Shulman | Board Member | — | ||
| Joy MacKinnon | Board Member | — | ||
| Patrick Mullin | Board Member | — | ||
| Suki Sir | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROLYN MULLIN | Executive Director | 5.6% of Rev | ||
| IRMA J LOPEZ | Board Member | — | ||
| GARY BLUM | Board President | — | ||
| VINCENT STEWART | Secretary | — | ||
| CAROL FLORES-BECK | Board President | — | ||
| MIKE DOTY | Board Member | — | ||
| GARY DAVIS | Board Member | — | ||
| LEN SHULMAN | Treasurer | — | ||
| MARIE VILLA | Board Member | — | ||
| DORANDA MARTIN | Board Member | — | ||
| BRANDON WILKS | Board Member | — | ||
| JOY MACKINNON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROLYN MULLIN | Executive Director | 5.9% of Rev | ||
| CAROLYN MULLIN | Executive Director | 4.0% of Rev | ||
| IRMA J LOPEZ | Board Member | — | ||
| GARY BLUM | Board President | — | ||
| IRMA J LOPEZ | Board President | — | ||
| VINCENT STEWART | Secretary | — | ||
| GARY BLUM | Board President | — | ||
| CAROL FLORES-BECK | Board President | — | ||
| VINCENT STEWARD | Board Member | — | ||
| MIKE DOTY | Board Member | — | ||
| CARMEN RAMIREZ | Board Member | — | ||
| GARY DAVIS | Board Member | — | ||
| MIKE DOTY | Secretary | — | ||
| LEN SHULMAN | Treasurer | — | ||
| DORANDA MARTIN | Board Member | — | ||
| DORANDA MARTIN | Board Member | — | ||
| LEN SHULMAN | Treasurer | — | ||
| OSCAR GONZALEZ | Board Member | — | ||
| ADAM LOPEZ | Board Member | — | ||
| MANUEL HERRERA | Board Member | — | ||
| BERT PERELLO | 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.
What's driving this score
- Comp-to-revenue ratio of 10.5% 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.