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 | — | — | 8.8% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 10.5% | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 14.5% | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 13.0% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 2.5% | 35 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 4.0% | 35 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 5.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 6.7% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 10.3% | 31 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 6.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 9.0% | 30 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JACQUELINE LORBER | Board President | 4.4% of Rev | ||
| SEBRINA ALFONSO | Artistic Director | 4.4% of Rev | ||
| CHARLES LANE | Board President | — | ||
| LINDA SHAGENA | Board Member | — | ||
| MIRIAM RICHTER | Board Member | — | ||
| TJ WALSH | Board Member | — | ||
| CHARLES GREEN | Board Member | — | ||
| BONNIE LAUTON | Board Member | — | ||
| KARISA SMITH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JACQUELINE LORBER | Board President | 4.4% of Rev | ||
| SEBRINA ALFONSO | Artistic Director | 4.4% of Rev | ||
| JACQUELINE LORBER | Board President | 4.2% of Rev | ||
| SEBRINA ALFONSO | Artistic Director | 4.2% of Rev | ||
| CHARLES LANE | Board President | — | ||
| LINDA SHAGENA | Board Member | — | ||
| MIRIAM RICHTER | Board Member | — | ||
| TJ WALSH | Board Member | — | ||
| CHARLES GREEN | Board Member | — | ||
| CHARLES LANE | Board President | — | ||
| BOBBY HENRY SR | Board Member | — | ||
| PHILLIP MIANI | Board Member | — | ||
| TUNDA OGUNLANA | Board Member | — | ||
| CHRISTINE YATES | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JACQUELINE LORBER | Board President | 4.2% of Rev | ||
| SEBRINA ALFONSO | Artistic Director | 4.2% of Rev | ||
| JACQUELINE LORBER | Board President | 2.0% of Rev | ||
| SEBRINA ALFONSO | MUSIC DIRECT | 0.9% of Rev | ||
| CHARLES LANE | Board President | — | ||
| BOBBY HENRY SR | Board Member | — | ||
| PHILLIP MIANI | Board Member | — | ||
| TUNDA OGUNLANA | Board Member | — | ||
| PETER PROWANT | Board Member | — | ||
| PAULA VALAD | Board Member | — | ||
| CHRISTINE YATES | Board Member | — | ||
| CHARLES LANE | Board President | — | ||
| PAULA VALAD | Secretary | — | ||
| PETER PROWANT | Board Member | — | ||
| PHILLIP MIANI | Board Member | — | ||
| TUNDA OGULANA | Board Member | — | ||
| BOBBY HENRY | 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: 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 8.8% 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.