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 | — | — | 32.9% | 26 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | 16.1% | 27 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 30.9% | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 28.8% | 31 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 46.0% | 23 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 21.6% | 24 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 43.8% | 17 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 25.2% | 22 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 19.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 23.4% | 25 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 25.2% | 24 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 18.0% | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 18.6% | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 20.1% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARCELA FERLITO | Board Member | 16.7% of Rev | ||
| NUCKY WALDER | PRODUCER | 8.8% of Rev | ||
| MARIO MARCEL | Board Member | 7.4% of Rev | ||
| DAVID BRADLEY | Board President | — | ||
| LUZMARIA ESPARZA | Treasurer | — | ||
| JEANNETTE NOLTENIUS | Secretary | — | ||
| JIMMY ORTIZ | Board President | — | ||
| REI BERROA | Board Member | — | ||
| SOFIA ESTEVEZ | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARCELA FERLITO | Board Member | 14.7% of Rev | ||
| NUCKY WALDER | PRODUCER | 8.8% of Rev | ||
| MARIO MARCEL | Board Member | 7.4% of Rev | ||
| DAVID BRADLEY | Board President | — | ||
| LUZMARIA ESPARZA | Treasurer | — | ||
| JANET CASTRO | Secretary | — | ||
| JIMMY ORTIZ | Board President | — | ||
| SARA BRAVIN | Board Member | — | ||
| REI BERROA | Board Member | — | ||
| ANTONIO LONGO | Board Member | — | ||
| SOFIA ESTEVEZ | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARCELA FERLITO | Secretary | 13.2% of Rev | ||
| NUCKY WALDER | PRODUCER | 9.5% of Rev | ||
| MARIO MARCEL | Board Member | 8.0% of Rev | ||
| DAVID BRADLEY | Board President | — | ||
| LUZMARIA ESPARZA | Treasurer | — | ||
| MURIEL ALFONSECA | Board Member | — | ||
| ANTONIO LONGO | Board Member | — | ||
| JIMMY ORTIZ | Board President | — | ||
| SARA BRAVIN | Board Member | — | ||
| NORMA PARRAGUEZ | Board Member | — | ||
| REI BERROA | Board Member | — | ||
| SOFIA ESTEVEZ | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 55 other orgs in DC with NTEE prefix A6.
Most-divergent component: financial score sits 21 points below the peer median (5 vs. 26).
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 32.9% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 32.9% to under 22% of revenue — would move governance score by ~22 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.