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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 35 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 11.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 8.6% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 15.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 15.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 8.8% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | 3.5% | 37 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 9.8% | 36 | Financially Distressed | Recovery | |
| 2011 | — | — | 11.2% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Linda Sullivan DO | Board President | — | ||
| Shannon West | Treasurer | — | ||
| Maureen Brown | Board Member | — | ||
| Deborah Bright | Board Member | — | ||
| Joseph Hull | Board Member | — | ||
| Merton Huff | Board Member | — | ||
| Linda Sullivan DO | Board President | — | ||
| Shannon West | Treasurer | — | ||
| Maureen Brown | Board Member | — | ||
| Deborah Bright | Board Member | — | ||
| Joseph Hull | Board Member | — | ||
| Merton Huff | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH BRIGHT | Board Member | — | ||
| RICHARD FAIR | Board Member | — | ||
| KATIE FAULKNER | Board Member | — | ||
| JOSEPH HULL IV | Board Member | — | ||
| TINA PARKHILL | Board Member | — | ||
| ANGIE BENNETT | Treasurer | — | ||
| SUSAN TREMBLAY | Board President | — | ||
| SHANNON WEST | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH BRIGHT | Board Member | — | ||
| RICHARD FAIR | Board Member | — | ||
| JOSEPH HULL IV | Board Member | — | ||
| TINA PARKHILL | Board Member | — | ||
| SHANNON WEST | Board Member | — | ||
| ANGIE BENNETT | Treasurer | — | ||
| KATIE FAULKNER | VICE PRESIDE | — | ||
| SUSAN TREMBLAY | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANGIE BENNETT | Board Member | — | ||
| DEBORAH BRIGHT | PROGRAMS DIR | — | ||
| KATIE FAULKNER | Board Member | — | ||
| DEBRA HULL | Board Member | — | ||
| JOSEPH HULL IV | Board Member | — | ||
| TINA PARKHILL | Board President | — | ||
| SUSAN TREMBLAY | Board Member | — | ||
| SHANNON WEST | VICE PRESIDE | — |
Score breakdown
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 37 points below the peer median (0 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.