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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 6.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 5.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 7.5% | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 11.5% | 51 | Fragile | Recovery | |
| 2020 | — | — | 7.3% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 5.7% | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 7.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 2.1% | 37 | Financially Distressed | Recovery | |
| 2016 | — | — | 3.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 3.8% | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 2.4% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICK FITZWATER | Board Member | 3.8% of Rev | ||
| MATTHEW KORINKO | VICE PRESIDE | 2.4% of Rev | ||
| JOE BALCHUNAS | Board Member | — | ||
| FRANK BOLANOS | Board Member | — | ||
| GARY DEINKEN | Board Member | — | ||
| DAVID DIAZ | Board Member | — | ||
| TONYA SEAVERS EVANS | Board Member | — | ||
| BRYANT MARIVI | Board Member | — | ||
| LORIN RODMAN | Board Member | — | ||
| TODD RODMAN | Board Member | — | ||
| MICHAEL MEHMET | Secretary | — | ||
| RYAN POLIAKOFF | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICK FITZWATER | Board Member | 3.3% of Rev | ||
| MATTHEW KORINKO | Board President | 1.8% of Rev | ||
| RYAN POLIAKOFF | Board President | — | ||
| ARI BODNER | Treasurer | — | ||
| MICHAEL MEHMET | Secretary | — | ||
| MICHELE VOLPE | Board Member | — | ||
| DAVID DIAZ | Board Member | — | ||
| GEORGE TANDY | Board Member | — | ||
| SHIRLEY GROSS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICK FITZWATER | Board Member | 3.3% of Rev | ||
| PATRICK FITZWATER | Board Member | 3.3% of Rev | ||
| MATTHEW KORINKO | Board President | 0.8% of Rev | ||
| MATTHEW KORINKO | Board President | 0.7% of Rev | ||
| RYAN POLIAKOFF | Board President | — | ||
| MICHAEL MEHMET | Secretary | — | ||
| JIM ODZA | Treasurer | — | ||
| MICHELE VOLPE | Board Member | — | ||
| DAVID DIAZ | Board Member | — | ||
| MARIANE PAVELIC | Board Member | — | ||
| GEORGE TANDY | Board Member | — | ||
| SHIRLEY GROSS | Board Member | — | ||
| MARK TRAVERSO | Board President | — | ||
| DEBORAH MARKS | Secretary | — | ||
| BARBARA VALLE | Board Member | — | ||
| MICHELE VOLPE | Board Member | — | ||
| DAVID DIAZ | Board Member | — | ||
| MICHAEL GOODMAN | Board Member | — | ||
| MICHAEL MEHMET | Board Member | — | ||
| MARIANE PAVELIC | Board Member | — | ||
| GEORGE TANDY | Board Member | — | ||
| RYAN POLIAKOFF | Board Member | — | ||
| SHIRLEY GROSS | Board Member | — | ||
| JIM ODZA | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 244 other orgs in FL with NTEE prefix A6.
Most-divergent component: financial score sits 30 points below the peer median (0 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.
What's driving this score
- Comp-to-revenue ratio of 6.2% 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.