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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 9.8% | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 9.8% | 44 | Fragile | Recovery | |
| 2021 | — | — | — | 42 | Fragile | Stable Watch | |
| 2020 | — | — | 12.2% | 39 | Fragile | Recovery | |
| 2019 | — | — | 7.5% | 40 | Financially Distressed | Recovery | |
| 2018 | — | — | 7.2% | 38 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 6.5% | 38 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 7.6% | 36 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 7.8% | 36 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 5.8% | 36 | Financially Distressed | Recovery | |
| 2013 | — | — | 6.9% | 32 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 9.2% | 30 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 10.1% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAILEY KLOPFENSTEIN | Executive Director | 11.3% of Rev | ||
| VASILE PETRUTIU | Board Member | 9.8% of Rev | ||
| TERI YANOVITCH | Board President | — | ||
| KARL CORBRAY | Board President | — | ||
| IMRE SZABO | Treasurer | — | ||
| NICHOLE GORDON | Secretary | — | ||
| JOSE GARRIDO | Board Member | — | ||
| VICTORIA MARSHALL | Board Member | — | ||
| DAWN NAATJES | Board Member | — | ||
| VAN-TAM NGUYEN | Board Member | — | ||
| LOUIS SUPOWITZ | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAILEY KLOPFENSTEIN | Executive Director | 11.6% of Rev | ||
| VAN-TAM NGUYEN | Board President | — | ||
| TERI YANOVITCH | Board President | — | ||
| VICTORIA MARSHALL | Treasurer | — | ||
| KARL CORBRAY | Secretary | — | ||
| TRACY COOK-COOMBE | Board Member | — | ||
| JOSE GARRIDO | Board Member | — | ||
| NICHOLE GORDON | Board Member | — | ||
| DAWN NAATJES | Board Member | — | ||
| VASILE PETRUTIU | Board Member | — | ||
| DANIELLE STOKES | Board Member | — | ||
| LOUIS SUPOWITZ | Board Member | — | ||
| IMRE SZABO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VASILE PETRUTIU | Executive Director | 9.9% of Rev | ||
| KARL CORBRAY | Secretary | — | ||
| VAN-TAM NGUYEN | Board Member | — | ||
| TERI YANOVITCH | Board President | — | ||
| DANIELLE STOKES | Board President | — | ||
| LOUIS SUPOWITZ | Board Member | — | ||
| JOSE GARRIDO | Treasurer | — | ||
| NICHOLE GORDON | Board Member | — | ||
| LORA COULTER | Board Member | — | ||
| DAWN NAATJES | Board Member | — | ||
| TRACY COOK-COOMBE | Board Member | — | ||
| JOSEPH HOUSE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VASILE PETRUTIU | Board Member | 7.7% of Rev | ||
| KARL CORBRAY | Board President | — | ||
| VAN-TAM NGUYEN | VICE PRESIDE | — | ||
| TERI YANOVITCH | Treasurer | — | ||
| DANIELLE STOKES | Secretary | — | ||
| LOUIS SUPOWITZ | Board Member | — | ||
| JOSE GARRIDO | Board Member | — | ||
| NICHOLE GORDON | Board Member | — | ||
| LORA COULTER | Board Member | — | ||
| DAWN NAATJES | Board Member | — |
Score breakdown
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: program score sits 29 points above the peer median (60 vs. 31).
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 9.8% 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.