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 | — | — | Unknown | — | |
| 2022 | Hidden | Hidden | — | — | Unknown | — | |
| 2021 | — | — | 3.9% | 35 | Financially Distressed | Stable Watch | |
| 2020 | — | — | 6.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 5.3% | 36 | Financially Distressed | Stable Watch | |
| 2010 | — | — | 4.6% | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JORGINA FERNANDEZ | Board Member | 2.9% of Rev | ||
| JORGINA FERNANDEZ | Board Member | 2.9% of Rev | ||
| JORGINA FERNANDEZ | Board Member | 2.6% of Rev | ||
| CHARLES A | Treasurer | 1.9% of Rev | ||
| CHARLES A SOTHERS | Treasurer | 1.9% of Rev | ||
| ULISES OTERO | Board President | 1.9% of Rev | ||
| ULISES OTERO | Board President | 1.9% of Rev | ||
| ULISES OTERO | Board President | 1.9% of Rev | ||
| CHARLES A SOTHERS | Treasurer | 1.7% of Rev | ||
| NORAMARI ONATE | Board President | — | ||
| NORAMARI ONATE | Board President | — | ||
| NORAMARI ONATE | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JORGINA FERNANDEZ | Board Member | 1.5% of Rev | ||
| CHARLES A SOTHERS | Secretary | 0.4% of Rev | ||
| ULISES OTERO | Treasurer | — | ||
| NORAMARI ONATE | 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 3.9% 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.