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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 3.6% | 35 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 4.5% | 35 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 3.0% | 39 | Financially Distressed | Recovery | |
| 2020 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2019 | — | — | 6.4% | 36 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 6.4% | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | 5.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 3.0% | 37 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 3.4% | 39 | Financially Distressed | Recovery | |
| 2014 | — | — | 3.1% | 35 | Financially Distressed | Recovery | |
| 2013 | — | — | 3.8% | 40 | Financially Distressed | Recovery | |
| 2012 | — | — | 2.0% | 37 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 2.1% | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANGELA PONTIOUS | Executive Director | 3.6% of Rev | ||
| DOUG KEEFE | Treasurer | — | ||
| KARI PLASTER | Board Member | — | ||
| KRISTI SWETT | Board Member | — | ||
| TINA GILLMAN | Board Member | — | ||
| ILANA HARRUS | Board Member | — | ||
| TRACY EVANS | Board Member | — | ||
| MIKE RISELY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LUCAS CHARON | Executive Director | 3.0% of Rev | ||
| DOUG KEEFE | Treasurer | — | ||
| KIT ANDERTON | Board Member | — | ||
| KRISTI SWETT | Board Member | — | ||
| TRACY EVANS | Board Member | — | ||
| TIM PORTER | Board Member | — | ||
| MINDY YOUNG JAN - JUN | Board Member | — | ||
| STEVE BARTH | Board Member | — | ||
| TINA GILLMAN | Board Member | — | ||
| KARI PLASTER | Board Member | — | ||
| ILANA HARRUS | Board Member | — | ||
| DAMIAN FINK JAN - NOV | Board Member | — | ||
| CARISSA LOFTUS JAN - JUN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOUG KEEFE | Treasurer | — | ||
| JOHN CRAIGLE | Board President | — | ||
| KIT ANDERTON | Board Member | — | ||
| CASSIE TAYLOR | Board Member | — | ||
| KRISTI SWETT | Board Member | — | ||
| TRACY EVANS | Board Member | — | ||
| TIM PORTER | Board Member | — | ||
| KRISSY ANDERSON | Board Member | — | ||
| MINDY YOUNG | Board Member | — | ||
| STEVE BARTH | Board Member | — | ||
| BECCA HENRIE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOUG KEEFE | Treasurer | — | ||
| JOHN CRAIGLE | Board President | — | ||
| KIT ANDERTON | Board Member | — | ||
| CASSIE TAYLOR | Board Member | — | ||
| KRISTI SWETT | Board Member | — | ||
| TRACY EVANS | Board Member | — | ||
| TIM PORTER | Board Member | — | ||
| KRISSY ANDERSON | Board Member | — | ||
| MINDY YOUNG | Board Member | — | ||
| STEVE BARTH | Board Member | — | ||
| BECCA HENRIE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 82 other orgs in UT 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 3.6% 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.