Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
34
Score
Governance
55
Score
Financial
0
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 5.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 7.4% | 40 | Financially Distressed | Recovery | |
| 2021 | — | — | 10.8% | 42 | Fragile | Recovery | |
| 2020 | — | — | 7.6% | 40 | Financially Distressed | Recovery | |
| 2019 | — | — | 8.2% | 36 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 5.8% | 40 | Financially Distressed | Recovery | |
| 2017 | — | — | 29.8% | 42 | Governance-Stressed | Recovery | |
| 2016 | — | — | 69.3% | 21 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 65.8% | 21 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 54.4% | 31 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 49.8% | 32 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 41.8% | 32 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 46.4% | 32 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARRY FIELDS | Executive Director | 5.6% of Rev | ||
| MIMI SCHULTZ | Board Member | — | ||
| JOHN CASBARRO | Board President | — | ||
| KATHY RAYAN FORES | Board President | — | ||
| WENDI SIEGEL | Treasurer | — | ||
| FARIDE JAMID | Board Member | — | ||
| EDWARD ALLEN | Board Member | — | ||
| NANCY MARTIN | Board Member | — | ||
| GREG REED | Board Member | — | ||
| MARIBEL FRUITSTONE | Board Member | — | ||
| KEENA BLAIR BROWN | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARRY G FIELDS | Executive Director | 5.2% of Rev | ||
| MIMI SCHULTZ | Board Member | — | ||
| JOHN CASBARRO | Board President | — | ||
| KATHY RYAN FORES | Board President | — | ||
| DR WENDI SIEGEL | Treasurer | — | ||
| FARIDE JAMID | Board Member | — | ||
| EDWARD ALLEN | Board Member | — | ||
| NANCY MARTIN | Board Member | — | ||
| GREGORY REED | Board Member | — | ||
| MARIBEL FRUITSTONE | Board Member | — | ||
| KEENA BLAIR BROWN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARRY G FIELDS | Executive Director | 4.8% of Rev | ||
| MIMI SCHULTZ | Board Member | 1.2% of Rev | ||
| JOHN CASBARRO | Board President | — | ||
| KATHY RYAN FORES | Board President | — | ||
| DR WENDI SIEGEL | Treasurer | — | ||
| DR TIMOTHY DOWNEY | Secretary | — | ||
| FARIDE JAMID | Board Member | — | ||
| STEPHEN MARGULIS | Board Member | — | ||
| EDWARD ALLEN | Board Member | — | ||
| NANCY MARTIN | Board Member | — | ||
| GREGORY REED | Board Member | — | ||
| MARIBEL FRUITSTONE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARRY G FIELDS | Executive Director | 4.1% of Rev | ||
| JOHN CASBARRO | Board President | — | ||
| KATHY RYAN FORES | Board President | — | ||
| DR WENDI SIEGEL | Treasurer | — | ||
| DR TIMOTHY DOWNEY | Secretary | — | ||
| FARIDE JAMID | Board Member | — | ||
| STEPHEN MARGULIS | Board Member | — | ||
| MIMI SCHULTZ | Board Member | — | ||
| EDWARD ALLEN | Board Member | — | ||
| NANCY MARTIN | Board Member | — | ||
| GREGORY REED | Board Member | — | ||
| MARIBEL FRUITSTONE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARRY G FIELDS | Executive Director | 3.8% of Rev | ||
| JOHN CASBARRO | Board President | — | ||
| KATHY RYAN FORES | Board President | — | ||
| DR WENDI SIEGEL | Treasurer | — | ||
| DR TIMOTHY DOWNEY | Secretary | — | ||
| FARIDE JAMID | Board Member | — | ||
| STEPHEN MARGULIS | Board Member | — | ||
| MIMI SCHULTZ | Board Member | — | ||
| EDWARD ALLEN | Board Member | — | ||
| NANCY MARTIN | Board Member | — | ||
| GREGORY REED | Board Member | — | ||
| MARIBEL FRUITSTONE | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
34 / 100
Priority Review
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
- Comp-to-revenue ratio of 5.2% 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.