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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 5.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 4.9% | 37 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 5.7% | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | 5.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 3.2% | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | 10.6% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 21.1% | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 13.3% | 32 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 19.1% | 29 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 19.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 17.6% | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 14.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 14.1% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FRANK VILLANI | Executive Director | 3.6% of Rev | ||
| MELISSA ZARB-COUSIN | Board Member | 2.0% of Rev | ||
| JOHN HEARD | Board President | — | ||
| PAM BRAMBLE | Board President | — | ||
| DOREN FEIN RUTTENBERG | Board Member | — | ||
| ALONZO GUZMAN | Treasurer | — | ||
| ALAN PETLIN | Board President | — | ||
| CHUCK CALVIN | Board Member | — | ||
| RICHARD FLORES | Secretary | — | ||
| ADRIAN BRETADO | Board Member | — | ||
| MELISSA CHAMRAD | Board Member | — | ||
| JANELL GUZMAN | Board Member | — | ||
| PATRICK LAABS | Board Member | — | ||
| NATALIE SMITH | Board Member | — | ||
| KARIN WASYLIW | Board Member | — | ||
| MARCIE RAMSEY | Board Member | — | ||
| SARA CHADEK | Board Member | — | ||
| JASON CASELL | Board Member | — | ||
| RANA EMERSON | Board Member | — | ||
| MEREDITH ALVAREZ | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FRANK VILLANI | Executive Director | 4.3% of Rev | ||
| JOHN HEARD | Board President | — | ||
| PAM BRAMBLE | Board President | — | ||
| DOREN FEIN RUTTENBERG | Board Member | — | ||
| ALONZO GUZMAN | Treasurer | — | ||
| ALAN PETLIN | Secretary | — | ||
| RUBEN TENORIO DO | Board President | — | ||
| CHUCK CALVIN | Board Member | — | ||
| PEGGY BROWN | Board Member | — | ||
| RICHARD FLORES | Board Member | — | ||
| MELISSA CHAMRAD | Board Member | — | ||
| CHRISTINE MAHR | Board Member | — | ||
| GRETA MCFARLING | Board Member | — | ||
| CHRISTOPHER BORDOVSKY | Board Member | — | ||
| SARAH CHADEK | Board Member | — | ||
| JASMIN DEAN | Board Member | — | ||
| JENNIFER LEE | Board Member | — | ||
| REGGIE WILLIAMS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FRANK VILLANI | Executive Director | 4.1% of Rev | ||
| JOHN HEARD | Board President | — | ||
| PAM BRAMBLE | Board President | — | ||
| DOREN FEIN RUTTENBERG | Board Member | — | ||
| ALONZO GUZMAN | Treasurer | — | ||
| ALAN PETLIN | Secretary | — | ||
| RUBEN TENORIO DO | Board Member | — | ||
| CHUCK CALVIN | Board Member | — | ||
| PEGGY BROWN | Board Member | — | ||
| RICHARD FLORES | Board Member | — | ||
| MELISSA CHAMRAD | Board Member | — | ||
| CHRISTINE MAHR | Board Member | — | ||
| GRETA MCFARLING | Board Member | — | ||
| CHRISTOPHER BORDOVSKY | Board Member | — | ||
| SARAH CHADEK | Board Member | — | ||
| JASMIN DEAN | Board Member | — | ||
| JENNIFER LEE | Board Member | — | ||
| REGGIE WILLIAMS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FRANK VILLANI | Executive Director | 3.4% of Rev | ||
| JOHN HEARD | Board President | — | ||
| PAM BRAMBLE | Board President | — | ||
| DOREN FEIN RUTTENBERG | Board Member | — | ||
| ALONZO GUZMAN | Treasurer | — | ||
| ALAN PETLIN | Secretary | — | ||
| RUBEN TENORIO DO | Board Member | — | ||
| CHUCK CALVIN | Board Member | — | ||
| PEGGY BROWN | Board Member | — | ||
| RICHARD FLORES | Board Member | — | ||
| JACOB LADD | Board Member | — | ||
| MELISSA CHAMRAD | Board Member | — | ||
| CHRISTINE MAHR | Board Member | — | ||
| GRETA MCFARLING | Board Member | — | ||
| STEPHEN PHILLIPS | Board Member | — | ||
| LESLIE SIEGLE | Board Member | — | ||
| LAURENCE SEITERLE | 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 132 other orgs in TX with NTEE prefix A6.
Most-divergent component: financial score sits 32 points below the peer median (0 vs. 32).
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 5.5% 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.