PLATINUM2023

Tenderloin Neighborhood Development Corp.

Homes, Health, and Voice

aka TNDC   |   San Francisco, CA   |  www.tndc.org
GuideStar Charity Check

Tenderloin Neighborhood Development Corp.

EIN: 94-2761808


Mission

Founded in 1981, the Tenderloin Neighborhood Development Corporation's (TNDC) mission is to provide safe, affordable housing with supportive services for low-income people in the Tenderloin community and be a leader in making the neighborhood a better place to live. TNDC owns and operates 45 buildings and houses over 6,300 residents providing 4,293 homes in 7 San Francisco neighborhoods. Most of our tenants earn less than $20,000 a year and are considered by the U.S. Dept. of Housing and Urban Development as being extremely low-income. In addition, TNDC supportive services (a team of on-site social workers and an after-school center for children and teens) are providing a foundation for building better lives.

Ruling year info

1982

Principal Officer

maurilio león

Main address

201 Eddy Street

San Francisco, CA 94102 USA

Show more contact info

EIN

94-2761808

Subject area info

Urban development

Housing development

Housing rehabilitation

Youth services

Population served info

LGBTQ people

Heterosexuals

Women and girls

Men and boys

Ethnic and racial groups

Show more populations served

NTEE code info

Urban, Community (S31)

Housing Rehabilitation (L25)

Youth Centers, Clubs, (includes Boys/Girls Clubs)- Multipurpose (O20)

What we aim to solve

SOURCE: Self-reported by organization

People with low incomes struggle to live and thrive in San Francisco because of high housing costs, deeply inadequate neighborhood resources, and underlying economic and racial inequities.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Affordable Housing

* Affordable Housing: provides over 1,700 low-cost, clean, and well-managed housing units. * TNDC Social Workers: provide housing stabiiization and retention, links to local resources, and community building activities. * TNDC's After-School Program: a free, drop-in after-school center provides neighborhood children and teens with educational, cultural, and recreational enrichment.

Population(s) Served

Where we work

Affiliations & memberships

NighborWorks Chartered Member 2023

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Open new supportive homes.

This metric is no longer tracked.
Totals By Year
Population(s) Served

Ethnic and racial groups, Caregivers, Families, Widows and widowers, Parents

Related Program

Affordable Housing

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Cutting Carbon Emissions

This metric is no longer tracked.
Totals By Year
Population(s) Served

Ethnic and racial groups, LGBTQ people, Heterosexuals, Men and boys, Economically disadvantaged people

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

2021 = (with Department of Energy's Better Climate Challenge). 2019 TNDC becomes first affordable housing nonprofit in San Francisco to switch to 100% renewable energy.

Break ground on new homes.

This metric is no longer tracked.
Totals By Year
Population(s) Served

Ethnic and racial groups, Economically disadvantaged people, LGBTQ people

Related Program

Affordable Housing

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Policy wins

This metric is no longer tracked.
Totals By Year
Population(s) Served

Ethnic and racial groups, LGBTQ people, Economically disadvantaged people

Related Program

Affordable Housing

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of residents in our homes?

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people

Related Program

Affordable Housing

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

TNDC develops community and provides affordable housing and services for people with low incomes in the Tenderloin and throughout San Francisco, to promote equitable access to opportunity and resources.

We are Tenderloin based, with a citywide scope. We focus foremost on people with the lowest incomes.
We are Tenderloin based, with a citywide scope.
We focus foremost on people with the lowest incomes.
In service of this vision, our strategy has three dimensions.
1. We develop and provide affordable homes;
2. offer services to promote community health and well-being; and
3. amplify the voice of our constituents.
We have identified a set of activities for each of the three dimensions of our strategy—homes, health, and voice—that will deliver the outcomes we need, to have the long-term impact we desire.

Residents serving: 6,300
Buildings operating: 45
Homes created; 4,293
Neighborhoods served: 7

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    The people we serve tell us they find data collection burdensome, It is difficult to get honest feedback from the people we serve, It is difficult to identify actionable feedback

Financials

Tenderloin Neighborhood Development Corp.
Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

0.29

Average of 0.28 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

5.4

Average of 5.7 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

24%

Average of 24% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Tenderloin Neighborhood Development Corp.

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Tenderloin Neighborhood Development Corp.

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Tenderloin Neighborhood Development Corp.

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Tenderloin Neighborhood Development Corp.’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $12,185,031 $2,425,450 $13,145,573 $13,171,832 $6,454,571
As % of expenses 69.1% 11.8% 52.0% 46.2% 28.4%
Unrestricted surplus (deficit) after depreciation $11,557,513 $1,778,368 $12,370,162 $12,405,047 $5,680,626
As % of expenses 63.3% 8.4% 47.5% 42.4% 24.2%
Revenue composition info
Total revenue (unrestricted & restricted) $27,274,903 $25,090,239 $36,824,707 $42,280,090 $27,581,250
Total revenue, % change over prior year 10.8% -8.0% 46.8% 14.8% -34.8%
Program services revenue 75.7% 65.7% 56.1% 57.8% 71.1%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.5% 0.4% 0.3% 0.3% 0.5%
Government grants 5.9% 4.2% 2.9% 17.9% 8.0%
All other grants and contributions 17.9% 29.7% 40.7% 24.0% 20.4%
Other revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Expense composition info
Total expenses before depreciation $17,639,490 $20,621,075 $25,282,973 $28,511,097 $22,715,378
Total expenses, % change over prior year 16.2% 16.9% 22.6% 12.8% -20.3%
Personnel 60.6% 58.8% 54.4% 52.3% 62.7%
Professional fees 7.6% 7.5% 6.4% 6.0% 7.0%
Occupancy 0.0% 0.0% 0.0% 0.0% 0.0%
Interest 2.6% 1.6% 1.8% 1.7% 2.0%
Pass-through 1.9% 6.6% 10.1% 13.3% 1.5%
All other expenses 27.3% 25.6% 27.3% 26.7% 26.7%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $18,267,008 $21,268,157 $26,058,384 $29,277,882 $23,489,323
One month of savings $1,469,958 $1,718,423 $2,106,914 $2,375,925 $1,892,948
Debt principal payment $0 $0 $0 $5,984,543 $0
Fixed asset additions $1,280,709 $2,459,063 $0 $0 $0
Total full costs (estimated) $21,017,675 $25,445,643 $28,165,298 $37,638,350 $25,382,271

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 6.2 4.7 6.3 4.6 5.4
Months of cash and investments 10.5 7.9 6.7 4.7 4.6
Months of estimated liquid unrestricted net assets 27.0 24.2 25.6 27.9 38.0
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $9,170,665 $8,070,258 $13,205,730 $11,047,410 $10,316,543
Investments $6,255,130 $5,440,946 $836,004 $54,047 -$1,641,499
Receivables $2,693,360 $3,874,927 $3,103,019 $3,517,124 $2,928,178
Gross land, buildings, equipment (LBE) $28,502,248 $30,937,421 $31,116,546 $31,178,954 $31,248,871
Accumulated depreciation (as a % of LBE) 42.9% 41.6% 43.5% 45.8% 48.0%
Liabilities (as a % of assets) 45.2% 42.4% 42.1% 34.1% 33.7%
Unrestricted net assets $39,758,523 $41,536,891 $53,907,053 $66,312,100 $71,992,726
Temporarily restricted net assets $0 N/A N/A N/A N/A
Permanently restricted net assets $1,951,132 N/A N/A N/A N/A
Total restricted net assets $1,951,132 $3,994,968 $2,391,129 $2,988,290 $1,399,031
Total net assets $41,709,655 $45,531,859 $56,298,182 $69,300,390 $73,391,757

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No

Operations

The people, governance practices, and partners that make the organization tick.

Documents
Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

Principal Officer

maurilio león

pronouns: él/he As the Chief Executive Officer at TNDC, Maurilio leads the organization toward its vision of building community well-being through affordable housing, food and wellness opportunities, and community advocacy. Maurilio has a combination of public and private sector professional experience, including over a decade working in the nonprofit sector for affordable housing, and community and economic development. Most recently he served as Chief Operating Officer of Community Housing Opportunities Corporation (CHOC), an affordable housing and community development organization. Prior this role at CHOC, Maurilio was the Executive Vice President of the Unity Council, a nationally recognized nonprofit corporation known for its innovative and successful approaches to community development. Maurilio also worked extensively in the financial industry and local government with entities like the City and County of San Francisco, Office of The Assessor-Recorder, Federal Reserve Bank

Number of employees

Source: IRS Form 990

Tenderloin Neighborhood Development Corp.

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
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Compensation data
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Tenderloin Neighborhood Development Corp.

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Tenderloin Neighborhood Development Corp.

Board of directors
as of 03/14/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Tiffany Bohee

Lendlease Development Inc.

Jme McLean

Mesu Strategies

Susan Johnson

Bridge Housing

Tracy Edwards

Deloitte (Retired)

Dave Kroot

Goldfarb & Lipman LLP

Jane Graf

Mercy Housing (Retired)

Jim Cervantes

Stifel Financial Corp (Retired)

Luis Barahona

Department of Building Inspections San Francisco

Fernando Pujals

Urban Place Consulting Inc

Jennifer Siswandi

SF Health Plan

Jesse Johnson

21st Century Aztlan

Mark Cloutier

Caminar Inc.

Kathy Rock

Kiva

Birute Skurdenis

Merritt Community Capital Corporation (Retired)

Freddie Martin

Senior and Disability Action

Kenneth Kim

Hamilton Families

Wylie Liu

University of California, San Francisco

Kathy Wolfe

TNDC Community Representative

Margaret Schrand

Former TNDC Board President (Retired)

Leah Segawa

Real Estate Development Consultant

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Contractors

Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser