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 | Hidden | Hidden | 11.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 9.0% | 40 | Financially Distressed | Recovery | |
| 2021 | — | — | 19.2% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 10.1% | 29 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 56.8% | 23 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 15.9% | 35 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 15.0% | 37 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 17.6% | 37 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 13.1% | 38 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILMIAN HERNANDEZ | Board Member | 5.5% of Rev | ||
| ARIEL SERRANO | Artistic Director | 5.5% of Rev | ||
| MICHAEL SHELTON | Board President | — | ||
| MICHAEL MARRACCINI | Board President | — | ||
| PETER KRETZMER | Treasurer | — | ||
| SUSAN ROMINE | Secretary | — | ||
| TERRY ROMINE | Board Member | — | ||
| MARY ANNE SERVIAN | Board Member | — | ||
| XOCHITL NAPOLES | Board Member | — | ||
| REGINA MURPHY | Board Member | — | ||
| JOHN SIMON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILMIAN HERNANDEZ | Board Member | 5.5% of Rev | ||
| ARIEL SERRANO | Artistic Director | 5.5% of Rev | ||
| PETER KRETZMER | Treasurer | — | ||
| SUSAN ROMINE | Secretary | — | ||
| MICHAEL SHELTON | Board President | — | ||
| CLOLITA VITALE | Board President | — | ||
| MARY ANNE SERVIAN | Board Member | — | ||
| JOHN SIMON | Board Member | — | ||
| MICHAEL MARRACCINI | Board Member | — | ||
| TERRY ROMINE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILMIAN HERNANDEZ | Executive Director | 5.5% of Rev | ||
| PETER KRETZMER | Treasurer | — | ||
| SUSAN G ROMINE | Secretary | — | ||
| TERRY ROMINE | Board Member | — | ||
| MARY ANNE SERVIAN | Board Member | — | ||
| MICHAEL SHELTON | Board President | — | ||
| JOHN SIMON | Board Member | — | ||
| ROBIN STRAUSS | Board Member | — | ||
| CLOLITA VITALE | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILMIAN HERNANDEZ | Executive Director | 10.4% of Rev | ||
| ARIEL SERRANO | Artistic Director | 9.3% of Rev | ||
| SUSAN G ROMINE | Secretary | — | ||
| MARY ANNE SERVIAN | Treasurer | — | ||
| MICHAEL SHELTON | Board President | — | ||
| JOHN SIMON | Board President | — |
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 11.1% 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.