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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 22.8% | 24 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 27.6% | 21 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 33.6% | 25 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 27.4% | 21 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 12.2% | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 24.2% | 16 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 13.7% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 15.3% | 24 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 23.6% | 18 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 6.5% | 29 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 11.3% | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 10.4% | 35 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Philip R Bennett | Board President | — | ||
| Darron Story | Board President | — | ||
| Erin Wilson | Treasurer | — | ||
| Meaghan Higgins | Secretary | — | ||
| Chelsea Parker | Board Member | — | ||
| Gabriel Gonzales | Board Member | — | ||
| Philip Cole | Board Member | — | ||
| Logan Rutherford | Board Member | — | ||
| Jason Seber | Board Member | — | ||
| Linda Valente | Board Member | — | ||
| Lawrence Figg | Board Member | — | ||
| Susie Yang | Board Member | — | ||
| Victoria Olson | Board Member | — | ||
| Kathy Cook | Executive Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kathy Cook | Executive Director | 22.4% of Rev | ||
| Darron Story | Board President | — | ||
| Philip R Bennett | Treasurer | — | ||
| Meaghan Higgins | Secretary | — | ||
| Philip Cole | Board Member | — | ||
| Gabriel Gonzalez | Board Member | — | ||
| Christine Grossman | Board Member | — | ||
| Victoria Olson | Board Member | — | ||
| Chelsea Parker | Board Member | — | ||
| Logan Rutherford | Board Member | — | ||
| Jason Seber | Board Member | — | ||
| Linda Valente | Board Member | — | ||
| Erin Wilson | Board Member | — | ||
| Susie Yang | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Victoria Olson | Executive Director | 7.1% of Rev | ||
| Kathy Cook | Executive Director | 3.7% of Rev | ||
| Lisa Heishman | Executive Director | 1.8% of Rev | ||
| Darron Story | Board President | — | ||
| Philip R Bennett | Treasurer | — | ||
| Meaghan Higgins | Secretary | — | ||
| Laura Connor | Board Member | — | ||
| Dan Frank | Board Member | — | ||
| Joelsette Hernandez-Jones | Board Member | — | ||
| Fatuma Kelleh | Board Member | — | ||
| Solissa Franco-McKay | Board Member | — | ||
| Erin Wilson | Board Member | — | ||
| Hamp Henning | Board Member | — | ||
| Christine Grossman | Board Member | — | ||
| Jason Seber | Board Member | — | ||
| Danielle Trabon | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in MO for this NTEE subcategory; peer comparison would not be statistically meaningful.
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.
Overall score has gone from 33 → 24 over 5 years (declining by 9 points).
What's driving this score
- Comp-to-revenue ratio of 22.8% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.