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 | Hidden | Hidden | 11.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 10.8% | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 13.5% | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 13.7% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 12.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 13.3% | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 12.2% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 15.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 12.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 13.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 12.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 12.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 12.6% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MONICA A FLYNN | Executive Director | 11.1% of Rev | ||
| RICK MACIAS | Board Member | — | ||
| JANELLE REESE | Secretary | — | ||
| ANN DORN | Treasurer | — | ||
| MICHAEL MCDOWELL | Board President | — | ||
| GWEN OTTENBERG | Board Member | — | ||
| MELISSA COOKE | Board Member | — | ||
| CRYSTAL MASSIE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MONICA A FLYNN | Executive Director | 11.7% of Rev | ||
| RICK MACIAS | Board Member | — | ||
| JANELLE REESE | Secretary | — | ||
| ANN DORN | Treasurer | — | ||
| MICHAEL MCDOWELL | Board President | — | ||
| GWEN OTTENBERG | Board Member | — | ||
| MELISSA COOKE | Board Member | — | ||
| JOHN HALE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MONICA A FLYNN | Executive Director | 11.5% of Rev | ||
| RICK MACIAS | Board Member | — | ||
| JANELLE REESE | Secretary | — | ||
| ANN DORN | Treasurer | — | ||
| MARIE FIEBACH | Board Member | — | ||
| MICHAEL MCDOWELL | Board President | — | ||
| GWEN OTTENBERG | Board Member | — | ||
| MELISSA COOKE | Board Member | — | ||
| JOHN HALE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MONICA A FLYNN | Executive Director | 11.6% of Rev | ||
| LAURETTE LAHEY | Board Member | — | ||
| RICK MACIAS | Board President | — | ||
| JANELLE REESE | Secretary | — | ||
| KENNETH JACK | Board Member | — | ||
| ANN DORN | Treasurer | — | ||
| MARIE FIEBACH | Board Member | — | ||
| MICHAEL MCDOWELL | Board Member | — | ||
| GWEN OTTENBERG | Board Member | — | ||
| MICHELLE STEWART | Board Member | — | ||
| MELISSA COOKE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 59 other orgs in KS with NTEE prefix A6.
Most-divergent component: financial score sits 44 points below the peer median (0 vs. 44).
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 11.1% 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.