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 | 23.8% | 33 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | 19.8% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 12.8% | 36 | Financially Distressed | Recovery | |
| 2021 | — | — | 23.5% | 29 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 21.6% | 33 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 18.6% | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 37.9% | 30 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 37.0% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 37.0% | 30 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 29.2% | 26 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 36.2% | 30 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 40.1% | 24 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 39.1% | 26 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 39.1% | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANGEL GIL ORRIOS | Board President | 15.5% of Rev | ||
| SOLEDAD LOPEZ | Board Member | 8.3% of Rev | ||
| ADA SUAREZ | CHAIRMAN AND TRESURER | — | ||
| EVE CHO GUILLERGAN | Board Member | — | ||
| RIGOBERTO CARDOSO | Board Member | — | ||
| SCOTT COOPER | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANGEL GIL ORRIOS | Board President | 13.1% of Rev | ||
| SOLEDAD LOPEZ | Board Member | 7.0% of Rev | ||
| ADA SUAREZ | CHAIRMAN AND TRESURER | — | ||
| EVE CHO GUILLERGAN | Board Member | — | ||
| RIGOBERTO CARDOSO | Board Member | — | ||
| SCOTT COOPER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Angel Gil Orrios | Board President | 10.2% of Rev | ||
| Soledad Lopez | Board Member | 5.6% of Rev | ||
| Ada Suarez | Treasurer | — | ||
| Eve Cho Guillergan | Board Member | — | ||
| Rigoberto Cardoso | Secretary | — | ||
| Scott Cooper | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Angel Gil Orrios | Board President | 10.0% of Rev | ||
| Soledad Lopez | Board Member | 5.4% of Rev | ||
| Ada Suarez | Treasurer | — | ||
| Eve Cho Guillergan | Board Member | — | ||
| Rigoberto Cardoso | Secretary | — | ||
| Scott Cooper | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Angel Gil Orrios | Board President | 10.0% of Rev | ||
| Soledad Lopez | Board Member | 5.4% of Rev | ||
| Francisco Fuertes | Treasurer | — | ||
| Ada Suarez | Secretary | — | ||
| Eve Cho Guillergan | Board Member | — | ||
| Rigoberto Cardoso | Board Member | — | ||
| Scott Cooper | Board Member | — | ||
| Jaime-Fay Bean | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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 23.8% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.