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
38
Score
Governance
55
Score
Financial
10
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 | 8.7% | 38 | Financially Distressed | Recovery | |
| 2022 | — | — | 9.0% | 36 | Financially Distressed | Recovery | |
| 2021 | — | — | 12.4% | 35 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 11.3% | 35 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 7.4% | 44 | Fragile | Stable Watch | |
| 2018 | — | — | 8.0% | 44 | Fragile | Stable Watch | |
| 2017 | — | — | 7.3% | 44 | Fragile | Recovery | |
| 2016 | — | — | — | 42 | Fragile | Stable Watch | |
| 2015 | — | — | — | 42 | Fragile | Stable Watch | |
| 2014 | — | — | — | 42 | Fragile | Stable Watch | |
| 2013 | — | — | — | 42 | Fragile | Stable Watch | |
| 2012 | — | — | — | 39 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AUSTIN KLOSOSKY | Executive Dir. | 9.7% of Rev | ||
| JAMIE SHOUSE | Board President | — | ||
| KRISTEN ELDER | Board Member | — | ||
| SHAWN RICHARDSON | Treasurer | — | ||
| JESSICA SCHWAGER | Board Member | — | ||
| KANIKA BROWN | Board President | — | ||
| ALYSON MOSES | Board Member | — | ||
| JENNIFER STEVENSON | Board Member | — | ||
| AMANDA LOPATA | Board Member | — | ||
| BRENT SMITH | Board Member | — | ||
| EMILY TAYLOR | Board Member | — | ||
| LESLIE TE | Board Member | — | ||
| OLIVIA CASTREJANA | Board Member | — | ||
| GINA ELLIS | Board Member | — | ||
| RILEY JOSEPH | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AUSTIN KLOSOSKY | Executive Dir. | 8.7% of Rev | ||
| JAMIE SHOUSE | Board President | — | ||
| CHARLIE MONNOT | Board Member | — | ||
| SHAWN RICHARDSON | Treasurer | — | ||
| EMILY BLAKE | Board President | — | ||
| KANIKA BROWN | Secretary | — | ||
| AMBER CORBIN | Board Member | — | ||
| SINA FARZANEH | Board Member | — | ||
| PAUL SHINN | Board Member | — | ||
| EMILY TAYLOR | Board Member | — | ||
| LESLIE TE | Board Member | — | ||
| LOU CARMICHAEL | Board Member | — | ||
| OLIVIA CASTREJANA | Board Member | — | ||
| GINA ELLIS | Board Member | — | ||
| RILEY JOSEPH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LYN ADAMS | Outgoing Ex Dir | 7.6% of Rev | ||
| JAMIE SHOUSE | Board Member | — | ||
| EMILY BLAKE | Board Member | — | ||
| CHRIS TUCKER | OK | — | ||
| LESLIE TE | Board Member | — | ||
| GRAHAM HARRIS | Board President | — | ||
| WESLEY BURT | Board President | — | ||
| RANDY K MACON | Board Member | — | ||
| JULIET HILL | Board Member | — | ||
| HEATHAR PRIMUS | Board Member | — | ||
| IAN CLARK | Board Member | — | ||
| AMBER CORBIN | Board Member | — | ||
| CHARLIE MONNOT | Treasurer | — | ||
| MICHAEL MYERS | Executive Dir. | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LYN ADAMS | Executive Dir. | 6.8% of Rev | ||
| JAMIE SHOUSE | Board Member | — | ||
| EMILY BLAKE | Board Member | — | ||
| CHRIS TUCKER | OK | — | ||
| LESLIE TE | Board Member | — | ||
| GRAHAM HARRIS | Board President | — | ||
| WESLEY BURT | Board President | — | ||
| RANDY K MACON | Board Member | — | ||
| JULIET HILL | Board Member | — | ||
| HEATHAR PRIMUS | Board Member | — | ||
| IAN CLARK | Board Member | — | ||
| AMBER CORBIN | Board Member | — | ||
| CHARLIE MONNOT | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LYN ADAMS | Executive Dir. | 5.6% of Rev | ||
| WESLEY HURT | Board President | — | ||
| GRAHAM HARRIS | Board President | — | ||
| CHARLIE MONNOT | Treasurer | — | ||
| AMBER CORBIN | Board Member | — | ||
| GARY TUCKER | Board Member | — | ||
| EMILY BLAKE | Board Member | — | ||
| LESLIE TE | Board Member | — | ||
| JAMIE SHOUSE | Board Member | — | ||
| IAN CLARK | Board Member | — | ||
| JULIETTE HILL | Board Member | — | ||
| EMMA ROLLS | Board Member | — | ||
| HEATHER PRIMAS | 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
10 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
38 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 95 other orgs in OK with NTEE prefix A6.
Most-divergent component: financial score sits 39 points below the peer median (10 vs. 49).
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 8.7% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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.