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 | 9.7% | 34 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 16.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 46 | Fragile | Recovery | |
| 2020 | — | — | 11.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 8.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 8.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 8.3% | 36 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| S PROVENCE | Board Member | 9.7% of Rev | ||
| JENN HAYES | Board President | — | ||
| M EVERSON | SECRATERY | — | ||
| IAN HOFFMAN | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| S PROVENCE | Board Member | 7.5% of Rev | ||
| DANIEL PASKY | Board President | — | ||
| BILL COLEMAN | Treasurer | — | ||
| DAVID BUCHMAN | Secretary | — | ||
| PAM LASSEN | Board President | — | ||
| JACK LASSEN | Board Member | — | ||
| L MACDONALD | Board Member | — | ||
| M EVERSON | Board Member | — | ||
| LINDA HALL | Board Member | — | ||
| L MEEHAN | Board Member | — | ||
| ROB OLEARY | Board Member | — | ||
| MARK WALCZAK | Board Member | — | ||
| JEN HAYES | Board Member | — | ||
| H ROBINSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BETH LAMBERT | Board Member | 5.4% of Rev | ||
| CHRIS MACEWAN | Board President | — | ||
| DONALD JONES | Board President | — | ||
| F BELLAVISTA | Treasurer | — | ||
| GAYE FARRIS | Secretary | — | ||
| LINDA MATUZA | Board Member | — | ||
| GISELLA SILVA | Board Member | — | ||
| LINDA BOND | Board Member | — | ||
| CATHY OBRIEN | Board Member | — | ||
| JOHN PRAGER | Board Member | — | ||
| DANIEL PASKY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT BARTOSH | Board Member | — | ||
| B BENNETT | Board Member | — | ||
| BILL COLEMAN | Board Member | — | ||
| GAYE FARRIS | Secretary | — | ||
| BETH LAMBERT | Board Member | — | ||
| LINDA MATUZA | Board Member | — | ||
| LINDA MEEHAN | Board Member | — | ||
| LINDA HALL | Board Member | — | ||
| CATHY OBRIEN | Board Member | — | ||
| JOHN PRAGER | Board Member | — | ||
| DONALD JONES | Board President | — | ||
| LORNA MCDONALD | Board Member | — | ||
| DANIEL PASKY | GOVERNANCE | — | ||
| GISELLA SILVA | Board Member | — | ||
| F BELLAVISTA | Treasurer | — | ||
| LINDA BOND | Board President | — | ||
| CHRIS MACEWAN | Board President | — |
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: 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 9.7% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.