Los Angeles, CA
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)South Central Los Angeles Ministry Project Inc, founded in 1992, is a community nonprofit in the Human Services sector that reported $2.0M in total revenue in fiscal year 2024. Revenue fell 24% from the prior year — a significant decline worth monitoring.
Our Mission is to provide programs that empower women and their families to reach their full potential in a supportive, nurturing environment through education, building self-esteem, and strengthening community relationships.
The Early Childhood Program provided 79 children (61 preschoolers, 18 infants and toddlers), ages 0-5, offering each child 612.5 hours of Early Education. For a total of 48,387 hours of onsite Early...
The Early Childhood Program provided 79 children (61 preschoolers, 18 infants and toddlers), ages 0-5, offering each child 612.5 hours of Early Education. For a total of 48,387 hours of onsite Early Education. Results of Fall 2024 and Spring 2025 Desired Results Developmental Profile (DRDP) assessments revealed that all children made developmental gains. Children ages 3-5 showed significant gains, as measured by the percentage who advanced to the top developmental levels - which indicate ready or nearly ready for kindergarten entry - in each of the following domains (pre-post): self-regulation (0%-61%), social-emotional (3%-66%), language/literacy (0%-68%), math (0%-63%), health (3%-68%), and physical development (3%-63%). By years end, a higher percentage of children had also developed important skills for starting kindergarten, such as writing their name (63%-96%) and using scissors correctly (63%-83%). We referred 16% of preschoolers for evaluation for developmental delays (national average is 6.4%) to ensure they received timely early intervention, as appropriate.
The Parent Education program provided Family Literacy parenting classes to 30 mothers for a total of 231 hours per person and a total of 6930 hours for the entire group. Additionally, we provided 20...
The Parent Education program provided Family Literacy parenting classes to 30 mothers for a total of 231 hours per person and a total of 6930 hours for the entire group. Additionally, we provided 20 online hours of parenting classes to 13 parents for a total of 260 parenting hours to the entire group. We also provided a total of 578 hours of Kinship support to 17 adults. Lastly, we offered 3 weekly hours of PCILA classes (Parent Child Interactive Literacy Activities) to 30 mothers equipping them with the tools and strategies to support their childrens learning at home. In the Family Literacy program, pre- and post-surveys revealed increases in mothers engagement in activities that promote childrens learning and development, pre- and post-program surveys showed an increase - to three or more times per week - in mothers engagement in activities that support their childs development, including talking about letters of the alphabet (39%-61%), asking predictive questions while reading (29%-50%), and encouraging use of crayons or other writing tools (68%-89%). Mothers also reported increased involvement in their childrens education and community. More visited the library monthly (21%-50%) and regularly communicated with their childs teacher (36%-57%), attended school events (46%-79%), and participated in parent meetings such as PTA (14%-36%). Additionally, the percentage of mothers who felt confident in their ability to be a leader in their community rose from 29% to 61%.
The English as Second Language program (ESL) provided 30 women with 408 hours per participant for a total of 12,240 ESL hours for the entire group. In addition, we provided community ESL classes to...
The English as Second Language program (ESL) provided 30 women with 408 hours per participant for a total of 12,240 ESL hours for the entire group. In addition, we provided community ESL classes to 36 adults for a total of 288 hours of ESL instruction. To measure English language and literacy gains, we administered the updated, standardized CASAS assessment. Of the 24 mothers with a pre- and post-test score, 92% (22) made a gain. Of those who made a gain, 16 (73%) achieved significant gains by reaching their goal or beyond. Students reported greater confidence using English in everyday situations such as medical visits, shopping, school, and work. They also demonstrated their skills by participating in community events where they performed or spoke in English. The ESL curriculums integration of womens empowerment and mental health further increased vocabulary that enhanced their holistic growth. In addition we provided 10 weeks of ESL online instruction to 16 adults totaling 320 hours for the collective.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2024 | 2023 | Change | |
|---|---|---|---|
| Revenue | $2,043,304 | $2,690,530 | -0.2% |
| Expenses | $2,168,274 | $1,965,730 | +0.1% |
| Net Income | $-124,970 | $724,800 | -1.2% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| Daniel Bir | Board Chair | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| Mary Fitzpatrick | Board Vice Chair | 1.00 |
Officer
Director
|
$0 | $0 | $0 |
| Teresita R Ruiz | Board Treasurer | 1.00 |
Officer
Director
|
$0 | $0 | $0 |
| Cecilia Estrada | Secretary | 1.00 |
Officer
Director
|
$0 | $0 | $0 |
| Mary Dolmage | Board Member | 1.00 |
Director
|
$0 | $0 | $0 |
| Sr Mary Genino RSHM | Board Member | 1.00 |
Director
|
$0 | $0 | $0 |
| Margaret Graf | Board Member | 1.00 |
Director
|
$0 | $0 | $0 |
| Mary Mansell | Board Member | 1.00 |
Director
|
$0 | $0 | $0 |
| Sr Lisa Megaffin SND | Board Member | 1.00 |
Director
|
$0 | $0 | $0 |
| Sr Maureen O'Connor CSJ | Board Member | 1.00 |
Director
|
$0 | $0 | $0 |
| Maria Elena Perales | Board Member | 1.00 |
Director
|
$0 | $0 | $0 |
| Christina Yamasaki | Board Member | 1.00 |
Director
|
$0 | $0 | $0 |
| Kayla Yokoyama Dodge | Board Member | 1.00 |
Director
|
$0 | $0 | $0 |
| Diana Pinto | Executive Director | 40.00 |
Key Emp
|
$165,150 | $0 | $165,150 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $2,043,304 | $2,168,274 | $3,410,112 | $-124,970 |
| 2024 | $2,690,530 | $1,965,730 | $3,638,133 | $724,800 |
| 2023 | $2,817,139 | $1,517,005 | $2,981,855 | $1,300,134 |
| 2022 | $1,425,524 | $1,195,443 | $1,417,557 | $230,081 |
| 2021 | $1,133,684 | $1,127,968 | $1,361,274 | $5,716 |
| 2020 | $1,293,747 | $1,142,518 | $841,220 | $151,229 |
| 2019 | $1,182,086 | $1,164,340 | $566,561 | $17,746 |
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