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 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 12.5% | 29 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 17.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 42 | Fragile | Recovery | |
| 2019 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 6.9% | 40 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| David Ponton | Executive Director | 12.5% of Rev | ||
| Lisa Muir | Board President | — | ||
| Dan Isett | Board President | — | ||
| Mac Ragsdale | Board President | — | ||
| Yvette Moreno | Secretary | — | ||
| Becky Diffen | Board Member | — | ||
| Celeste Dillon | Board Member | — | ||
| Keith Hale | Board Member | — | ||
| Elyssa Howard | Board Member | — | ||
| Heidi Okla | Board Member | — | ||
| Taylor Smith | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW CANNATA | Executive Director | 12.5% of Rev | ||
| DAVID PONTON | Executive Director | 8.3% of Rev | ||
| ANDREW CANNATA | Executive Director | 4.2% of Rev | ||
| BRANDON HARPER | Board President | — | ||
| MALIA PARKER | Board President | — | ||
| MAC RAGSDALE | Board President | — | ||
| DAN ISETT | Board Member | — | ||
| DOLORES DAVIS | Secretary | — | ||
| BECKY DIFFEN | Board Member | — | ||
| TAYLOR SMITH | Board Member | — | ||
| LISA MUIR | Board Member | — | ||
| HEIDI OKLA | Board Member | — | ||
| KEITH HALE | Board Member | — | ||
| BRANDON HARPER | Board President | — | ||
| MALIA PARKER | Board President | — | ||
| MAC RAGSDALE | Board President | — | ||
| KEVIN LENAHAN | Treasurer | — | ||
| DOLORES DAVIS | Secretary | — | ||
| BECKY DIFFEN | Board Member | — | ||
| TAYLOR SMITH | Board Member | — | ||
| LISA MUIR | Board Member | — | ||
| HEIDI OKLA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRANDON HARPER | Board President | — | ||
| MALIA PARKER | FIRST VICE P | — | ||
| MAC RAGSDALE | SECOND VICE | — | ||
| DOLORES DAVIS | Secretary | — | ||
| BECKY DIFFEN | Board Member | — | ||
| TAYLOR SMITH | Board Member | — | ||
| LISA MUIR | Board Member | — | ||
| HEIDI OKLA | Board Member | — | ||
| DAN ISETT | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 132 other orgs in TX with NTEE prefix A6.
Most-divergent component: financial score sits 32 points below the peer median (0 vs. 32).
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 12.5% 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.