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
36
Score
Governance
50
Score
Financial
10
Score
Program
60
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 10.3% | 36 | Financially Distressed | Recovery | |
| 2022 | — | — | 17.7% | 35 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 13.6% | 40 | Fragile | Recovery | |
| 2020 | — | — | 15.3% | 39 | Fragile | Stable Watch | |
| 2019 | — | — | 14.4% | 40 | Fragile | Recovery | |
| 2018 | — | — | 12.2% | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | 16.8% | 39 | Fragile | Stable Watch | |
| 2016 | — | — | 9.2% | 42 | Fragile | Recovery | |
| 2015 | — | — | 5.9% | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | 2.8% | 35 | Financially Distressed | Recovery | |
| 2013 | — | — | 14.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 15.2% | 31 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 16.3% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WESLEY GENTLE | Executive Dir. | 5.3% of Rev | ||
| MARTHA PETERS | DIR PUBLIC ART | 5.0% of Rev | ||
| MARLA OWEN | Board Member | 4.2% of Rev | ||
| TANISIA CASTILLO-QUEPPET | Board Member | — | ||
| ESTRUS TUCKER | Board President | — | ||
| MEGAN HENDERSON | Board President | — | ||
| STEVE GORDON | Board Member | — | ||
| KATHERINE SMITH | Secretary | — | ||
| CARTER SHACKELFORD | Board Member | — | ||
| WHITNEY MCLEAN | Board Member | — | ||
| STEVE MONTGOMERY | Board Member | — | ||
| LAUREN EAST | Board Member | — | ||
| BLAKE MOORMAN | Board Member | — | ||
| SABRINA ROMERO-WILSON | Board Member | — | ||
| LISA POWERS MILLER | Board Member | — | ||
| ROBERT L JAMESON | Board Member | — | ||
| DUSTY LEWIS | Board Member | — | ||
| JESSICA SANGSVANG | Board Member | — | ||
| GLENDA THOMPSON | Board Member | — | ||
| GRANT SUMMERS | Treasurer | — | ||
| DAWN TAFT | Board Member | — | ||
| SHANNA SALDANA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| karen wiley-thru 62022 | Board President | 7.0% of Rev | ||
| MARTHA PETERS | DIR PUBLIC ART | 5.4% of Rev | ||
| WESLEY GENTLE | Executive Dir. | 3.9% of Rev | ||
| MARLA OWEN | Board Member | 3.2% of Rev | ||
| JARED SLOAN | Chairman | — | ||
| TANISIA CASTILLO-QUEPPET | Board Member | — | ||
| CARTER SHACKELFORD | Board Member | — | ||
| MADDIE LESNICK | Board Member | — | ||
| DUSTY LEWIS | Secretary | — | ||
| MICHELLE SANCHEZ-SORIANO | Board Member | — | ||
| DR LAUREN CROSS | Board Member | — | ||
| DALE W BROCK | Board Member | — | ||
| LAUREN EAST | Board Member | — | ||
| SHIRLEY PACE | Board Member | — | ||
| ALYSA DENNETT | Board Member | — | ||
| LISA POWERS MILLER | Board Member | — | ||
| ROBERT L JAMESON | Board Member | — | ||
| NICK NELSON | Board Member | — | ||
| TY STIMPSON | Board Member | — | ||
| GRANT SUMMERS | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| karen wiley-thru 62022 | Board President | 7.3% of Rev | ||
| MARTHA PETERS | DIR PUBLIC ART | 5.6% of Rev | ||
| WESLEY GENTLE | Board President | 4.0% of Rev | ||
| MARLA OWEN | Board Member | 3.7% of Rev | ||
| JARED SLOAN | Chairman | — | ||
| SCOTT WHEATLEY | PAST CHAIRMAN | — | ||
| CARTER SHACKELFORD | CO-CHAIRMAN | — | ||
| MADDIE LESNICK | CO-CHAIRMAN | — | ||
| DUSTY LEWIS | Secretary | — | ||
| MICHELLE SANCHEZ-SORIANO | Treasurer | — | ||
| LISA CULOS | VICE CHAIRMAN | — | ||
| DALE W BROCK | Board Member | — | ||
| SASHA COMACHO BASS | Board Member | — | ||
| TODD BREEDING | Board Member | — | ||
| ALYSSA DENNETT | Board Member | — | ||
| TYLER GRANT | Board Member | — | ||
| ROBERT L JAMESON | Board Member | — | ||
| NICK NELSON | Board Member | — | ||
| DONALD PERFECT | Board Member | — | ||
| TY STIMPSON | Board Member | — | ||
| GRANT SUMMERS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN WILEY | Board President | 7.3% of Rev | ||
| MARTHA PETERS | Board Member | 5.6% of Rev | ||
| WESLEY GENTLE | Board Member | 4.0% of Rev | ||
| MARLA OWEN | Board Member | 3.7% of Rev | ||
| JARED SLOAN | Board President | — | ||
| LISA CULOS | Board President | — | ||
| MADDIE LESNICK | Board President | — | ||
| CARTER SHACKELFORD | Board President | — | ||
| MICHELLE SANCHEZ-SORIANO | Treasurer | — | ||
| DUSTY LEWIS | Secretary | — | ||
| SCOTT WHEATLEY | Board President | — | ||
| JENNIFER CASLER PRICE | EX-OFFICIO | — | ||
| TODD BREEDING | Board Member | — | ||
| DALE W BROCK | Board Member | — | ||
| SASHA CAMACHO BASS | Board Member | — | ||
| SHERRI CAMPBELL | Board Member | — | ||
| ALYSA DENNETT | Board Member | — | ||
| TYLER GRANT | Board Member | — | ||
| ROBERT L JAMESON | Board Member | — | ||
| NICK NELSON | Board Member | — | ||
| DONALD PERFECT | 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
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
36 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in TX 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.
What's driving this score
- Comp-to-revenue ratio of 10.3% 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.