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 | 5.4% | 36 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 45 | Fragile | Recovery | |
| 2020 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2019 | — | — | 10.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL SAVAS | Executive Director | 5.4% of Rev | ||
| SAMUEL ROBERTS | Board President | — | ||
| NATALIE JULICH | Board President | — | ||
| KARA GAINER | Secretary | — | ||
| SARA MORTEN | Treasurer | — | ||
| MICHAEL PARKS | GOVERNANCE | — | ||
| BRAD FORTENBERRY | Board Member | — | ||
| DELISA COOPER | Board Member | — | ||
| JUAN CARLOS SEGURA | Board Member | — | ||
| KENNETH PEARSON | Board Member | — | ||
| LUCIA LLOBET | Board Member | — | ||
| DIANA GARTSIDE | Board Member | — | ||
| WAYNE HAMILTON | Board Member | — | ||
| JEFF CLAPPER | Board Member | — | ||
| JACLYN HOUSE | Board Member | — | ||
| STEVE BROOKS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DELISA COOPER | Board Member | — | ||
| DIANA GARTSIDE | Board Member | — | ||
| NATALIE JULICH | Secretary | — | ||
| LUCIA LLOBET | Treasurer | — | ||
| KERRY MOLL | Board Member | — | ||
| SAMUEL ROBERTS | Board President | — | ||
| MCKENNA RUIZ | Board Member | — | ||
| KASSIE MISIEWICZ | FOUNDER/ART | — | ||
| PAUL SAVAS | EXECUTIVE DI | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CYNTHIA COCHRAN | Board President | — | ||
| BILL MINES | Treasurer | — | ||
| KERRY MOLL | Board Member | — | ||
| SAMUEL ROBERS | Secretary | — | ||
| ENEIDA SILCOTT | Board Member | — | ||
| KASSIE MISIEWICZ | FOUNDER/ART | — | ||
| PAUL SAVAS | EXECUTIVE DI | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL SAVAS | EXECUTIVE DI | 5.2% of Rev | ||
| KASSIE MISIEWICZ | EXECUTIVE AR | 3.6% of Rev | ||
| CYNTHIA COCHRAN | Board President | — | ||
| BILL MINES | BOARD OF DIR | — | ||
| KERRY MOLL | BOARD OF DIR | — | ||
| SAMUEL ROBERTS | Secretary | — | ||
| ENEIDA SILCOTT | BOARD OF DIR | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 13 other orgs in AR with NTEE prefix A2.
Most-divergent component: financial score sits 42 points below the peer median (5 vs. 47).
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 5.4% 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.