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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2019 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 45 | Fragile | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | 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 | |
| 2010 | — | — | 2.0% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BETH FATH | Executive Director | 0.4% of Rev | ||
| PATRICIA AZZE | VICE PRESIDE | — | ||
| JANICE CEFALO | Board Member | — | ||
| AIDA CURTIS | Board President | — | ||
| STEVE FULLER | Board Member | — | ||
| NICOLE GUALANDI | Board Member | — | ||
| SAMANTHA SHARPE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICIA AZZE | VICE PRESIDE | — | ||
| JANICE CEFALO | Board Member | — | ||
| AIDA CURTIS | Board President | — | ||
| BETH FATH | Executive Director | — | ||
| STEVE FULLER | Board Member | — | ||
| NICOLE GUALANDI | Board Member | — | ||
| SAMANTHA SHARPE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Aida Curtis | Board President | — | ||
| Kim Stering | Board President | — | ||
| Nicole Gualandi | Board Member | — | ||
| Samantha Sharpe | Board Member | — | ||
| Jennifer Feinstein | Board Member | — | ||
| Janice Cefalo | Board Member | — | ||
| PATRICIA AZZE | VICE PRESIDE | — | ||
| JANICE CEFALO | Board Member | — | ||
| AIDA CURTIS | Board President | — | ||
| BETH FATH | Executive Director | — | ||
| STEVE FULLER | Board Member | — | ||
| NICOLE GUALANDI | Board Member | — | ||
| SAMANTHA SHARPE | 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
- 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.