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
33
Score
Governance
45
Score
Financial
15
Score
Program
45
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 17.9% | 33 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 21.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 22.2% | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 19.3% | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 19.6% | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 17.3% | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTINE MARKES | EXECUTIVE DI | 17.6% of Rev | ||
| JOSE BATTY | Secretary | — | ||
| DR MARK G BELCIK | Board Member | — | ||
| CHRISTINA BERG | Board Member | — | ||
| CHRIS BISHOP | Board Member | — | ||
| BETH BOREN | Treasurer | — | ||
| MATTHEW CRAIG | Board Member | — | ||
| JEANNE JACKSON | Board Member | — | ||
| JAKE JOHNSON | Board Member | — | ||
| RACHEL POE | Board Member | — | ||
| ERIN RIPKA | Board Member | — | ||
| JOE RODANO | IMMEDIATE PA | — | ||
| CHAZLEN ROOK | Board Member | — | ||
| ULISES SERRANO | Board President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTINE MARKES | EXECUTIVE DI | 17.9% of Rev | ||
| JOSE BATTY | Secretary | — | ||
| DR MARK G BELCIK | Board Member | — | ||
| CHRISTINE BERG | Board Member | — | ||
| BETH BOREN | Treasurer | — | ||
| KIM FLETCHER | Board Member | — | ||
| MARK PARKER | Board Member | — | ||
| CATHY REAVES | Board Member | — | ||
| JOE RODANO | Board President | — | ||
| CHAZLEN ROOK | Board Member | — | ||
| ULISES SERRANO | Board Member | — | ||
| JOSEPH THAI | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MELODY GARZA | PRIOR EX DIR | 11.8% of Rev | ||
| KRIS MARKES | CURRENT EXEC | 5.3% of Rev | ||
| JOSE BATTY | Secretary | — | ||
| DR MARK G BELCIK | Board Member | — | ||
| ALEXIS CARTER BLACK | Board President | — | ||
| BETH BOREN | Board Member | — | ||
| KIM FLETCHER | Board Member | — | ||
| PAUL HAGEMEIER | Board President | — | ||
| MARK PARKER | Board Member | — | ||
| CATHY REAVES | Board Member | — | ||
| JOE RODANO | Treasurer | — | ||
| CHAZLEN ROOK | Board Member | — | ||
| JOSEPH THAI | Board Member | — | ||
| NATHAN YOUNG | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MELODY GARZA | PRIOR EX DIR | 15.7% of Rev | ||
| JOSE BATTY | Board Member | — | ||
| DR MARK G BELCIK | Board Member | — | ||
| ALEXIS CARTER BLACK | Board President | — | ||
| KIM FLETCHER | Board Member | — | ||
| PAUL HAGEMEIER | PAST CHAIRMA | — | ||
| PEGGY KAHRE | Board Member | — | ||
| KRIS MARKES | CURRENT EXEC | — | ||
| DEAN MARK PARKER | Board Member | — | ||
| CATHY REAVES | Board Member | — | ||
| JOE RODANO | Board Member | — | ||
| JOSEPH THAI | Board Member | — | ||
| NATHAN YOUNG | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MELODY GARZA | EXECUTIVE DI | 15.5% of Rev | ||
| DR MARK G BELCIK | Board Member | — | ||
| ALEXIS CARTER-BLACK | Board President | — | ||
| KIM FLETCHER | Board Member | — | ||
| PAUL HAGEMEIER | PAST CHAIRMA | — | ||
| PEGGY KAHRE | Board Member | — | ||
| KRIS MARKES | Secretary | — | ||
| DEAN MARK PARKER | Board Member | — | ||
| JOSEPH THAI | Board Member | — | ||
| NATHAN YOUNG | Treasurer | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
33 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 66 other orgs in OK with NTEE prefix A6.
Most-divergent component: financial score sits 22 points below the peer median (15 vs. 37).
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 17.9% 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:
- 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.