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 | — | — | 9.0% | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 10.8% | 44 | Fragile | Gov Risk | |
| 2021 | — | — | 24.4% | 28 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 23.3% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 16.4% | 24 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 14.8% | 26 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 11.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 9.8% | 28 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 12.6% | 26 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 12.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 5.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 7.8% | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 10.6% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Airanne P Marcee | Executive Director | 7.7% of Rev | ||
| Justin Lucero | Board Member | 2.4% of Rev | ||
| Mariana Sandoval | Office & Social Media Manager | 2.4% of Rev | ||
| Sondra Santella | Board Member | — | ||
| Jay Stratton | Board Member | — | ||
| Kimberly Wolfenbarger-Nakamoto | Board Member | — | ||
| Omar Rodriguez | Board Member | — | ||
| Robert Holguin | Board Member | — | ||
| Adrian Ordonez | Board Member | — | ||
| Michael White | Treasurer | — | ||
| Chelsea Lamego | Board President | — | ||
| Andrea Spier | Secretary | — | ||
| Marcela Flores Fernandez | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Arianne P Marcee | Executive Director | 7.4% of Rev | ||
| Mariana Sandoval | Office & Social Media Manager | 2.6% of Rev | ||
| Justin Lucero | Board Member | 2.3% of Rev | ||
| Jay Stratton | Board Member | — | ||
| Sondra Santaella | Board Member | — | ||
| Stacy Hunter Spier | Board President | — | ||
| Kimberly Wolfenbarger-Nakamoto | Board Member | — | ||
| Robert Holguin | Board Member | — | ||
| Adrian Ordonez | Board Member | — | ||
| Omar Rodriquez | Board Member | — | ||
| Michael White | Treasurer | — | ||
| Chelsea Lamego | Board President | — | ||
| Andrea Spier | Secretary | — | ||
| Marcela Flores Fernandez | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ARIANNE P MARCEE | Executive Director | 7.1% of Rev | ||
| MARIANA SANDOVAL | OFFICE & SOCIAL MEDIA MANA | 2.7% of Rev | ||
| JUSTIN LUCERO | Board Member | 2.4% of Rev | ||
| MICHAEL WHITE | Treasurer | — | ||
| STACY HUNT SPIER | Board President | — | ||
| GEORGE DE LA TORRE | Board Member | — | ||
| CHELSEA LAMEGO | Board Member | — | ||
| ELISA SAMANIEGO | Board Member | — | ||
| JAMES STRATTON | Board Member | — | ||
| KIMBERLEY WOLFENBARGER-NAKAMOTO | Board Member | — | ||
| MARECELA FLORES FERNANDEZ | Board Member | — | ||
| OMAR RODRIGUEZ | Board Member | — | ||
| ANDREA SPIER | Secretary | — | ||
| KELLIE RUMBA -RATTAY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 132 other orgs in TX with NTEE prefix A6.
Most-divergent component: financial score sits 32 points below the peer median (0 vs. 32).
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.
Overall score has gone from 24 → 32 over 5 years (improving by 8 points).
What's driving this score
- Comp-to-revenue ratio of 9.0% 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.