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
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 | 6.2% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 11.2% | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 21.8% | 31 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 30.1% | 30 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 16.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 21.4% | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 20.4% | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 22.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 22.9% | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 20.5% | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 24.0% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 18.5% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| R ANDREW CLARK | EXECUTIVE DI | 7.6% of Rev | ||
| JEFF PRIESKORN MARTHA | Board Member | — | ||
| LESA ASBILLE | Board Member | — | ||
| JEFF BROWN | Board Member | — | ||
| MATTHEW BURKS | Board Member | — | ||
| BUDDY DEESE | Board Member | — | ||
| JENNIFER DOAN | Board Member | — | ||
| REMICA GRAY | OPERATIONS D | — | ||
| TONJA LUKER HAYS | Board Member | — | ||
| DOLLY HENLEY | Board Member | — | ||
| ROBIN HICKERSON | Board Member | — | ||
| DON HOWREN | Board Member | — | ||
| JO KAHLER | Board Member | — | ||
| DR SUSAN KEENEY | Board Member | — | ||
| PHILIP MANN | CONDUCTOR | — | ||
| LEEANN MCCULLOCH | Board Member | — | ||
| ROBERT MCGINNIS | Board Member | — | ||
| LINDSEY MCMILLAN | Board Member | — | ||
| RONALD L MILLS | Board Member | — | ||
| JUDY MORGAN | Board Member | — | ||
| DAVID ORR | Board Member | — | ||
| DAVID J POTTER | Board Member | — | ||
| SUSAN ROBBINS | Board Member | — | ||
| ROBBY ROBERTSON | Board Member | — | ||
| MEGAN SCHROEDER | Board Member | — | ||
| LISA SITTERLY | Board Member | — | ||
| ROBIN THOMAS | Board Member | — | ||
| MARK VANHERPEN | Board President | — | ||
| DENIS WASHINGTON | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| R ANDREW CLARK | EXECUTIVE DI | 6.2% of Rev | ||
| JEFF PRIESKORN MARTHA | Board Member | — | ||
| BUDDY DEESE | Board Member | — | ||
| JENNIFER DOAN | Board Member | — | ||
| REMICA GRAY | OPERATIONS D | — | ||
| TONJA LUKER HAYS | Board Member | — | ||
| DOLLY HENLEY | Board Member | — | ||
| DON HOWREN | Board Member | — | ||
| JANELL INGRAM | Board Member | — | ||
| JO KAHLER | Board Member | — | ||
| DR SUSAN KEENEY | Board Member | — | ||
| PHILIP MANN | CONDUCTOR | — | ||
| LEEANN MCCULLOCH | Board Member | — | ||
| ROBERT MCGINNIS | Board Member | — | ||
| LINDSEY MCMILLAN | Board Member | — | ||
| RONALD L MILLS | Board Member | — | ||
| JUDY MORGAN | Board Member | — | ||
| DAVID ORR | Board Member | — | ||
| DAVID J POTTER | Board Member | — | ||
| SUSAN ROBBINS | Board Member | — | ||
| ROBBY ROBERTSON | Board Member | — | ||
| MEGAN SCHROEDER | Board Member | — | ||
| LISA SITTERLY | Board Member | — | ||
| ROBIN THOMAS | Board Member | — | ||
| MARK VANHERPEN | Board President | — | ||
| DENIS WASHINGTON | Board Member | — | ||
| MASON WHITE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| R ANDREW CLARK | EXECUTIVE DI | 5.9% of Rev | ||
| STEVE BENNETT | YOUTH SYMPHO | 0.7% of Rev | ||
| NANCY JACKSON | Board Member | 0.1% of Rev | ||
| JEFF PRIESKORN MARTHA | Board Member | — | ||
| JENNIFER DOAN | Board Member | — | ||
| REMICA GRAY | OPERATIONS D | — | ||
| TONJA LUKER HAYS | Board Member | — | ||
| DOLLY HENLEY | Board Member | — | ||
| JANELL INGRAM | Board Member | — | ||
| JO KAHLER | Board Member | — | ||
| DR SUSAN KEENEY | Board Member | — | ||
| LAIRIE KINCAID | Treasurer | — | ||
| PHILIP MANN | Board Member | — | ||
| ROBERT MCGINNIS | Board Member | — | ||
| RONALD L MILLS | Board Member | — | ||
| JUDY MORGAN | Board Member | — | ||
| DAVID ORR | Board Member | — | ||
| DAVID J POTTER | Board Member | — | ||
| ROBBY ROBERTSON | Board Member | — | ||
| LAUREN A ROSS | Board Member | — | ||
| MEGAN SCHROEDER | Board Member | — | ||
| LISA SITTERLY | Board Member | — | ||
| ROBIN THOMAS | Board Member | — | ||
| MARK VANHERPEN | Board Member | — | ||
| DENIS WASHINGTON | Board Member | — | ||
| DON HOWREN | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| R ANDREW CLARK | EXECUTIVE DI | 4.9% of Rev | ||
| PHILIP MANN | Board Member | 3.8% of Rev | ||
| STEVE BENNETT | YOUTH SYMPHO | 0.7% of Rev | ||
| NANCY JACKSON | Board Member | 0.1% of Rev | ||
| JEFF PRIESKORN MARTHA | Board Member | — | ||
| JENNIFER DOAN | Board Member | — | ||
| REMICA GRAY | OPERATIONS D | — | ||
| TONJA LUKER HAYS | Board Member | — | ||
| DOLLY HENLEY | Board Member | — | ||
| JANELL INGRAM | Board Member | — | ||
| JO KAHLER | Board Member | — | ||
| DR SUSAN KEENEY | Board Member | — | ||
| LAIRIE KINCAID | Treasurer | — | ||
| ROBERT MCGINNIS | Board Member | — | ||
| RONALD L MILLS | Board Member | — | ||
| JUDY MORGAN | Board Member | — | ||
| DAVID ORR | Board Member | — | ||
| DAVID J POTTER | Board Member | — | ||
| ROBBY ROBERTSON | Board Member | — | ||
| LAUREN A ROSS | Board Member | — | ||
| MEGAN SCHROEDER | Board Member | — | ||
| LISA SITTERLY | Board Member | — | ||
| ROBIN THOMAS | Board Member | — | ||
| BEVERLY TYE | Board Member | — | ||
| MARK VANHERPEN | Board Member | — | ||
| DENIS WASHINGTON | Board Member | — | ||
| DON HOWREN | Board President | — |
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 34 other orgs in AR 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 6.2% sits within the sector's healthy band (18–22%).
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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.