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 | — | — | 10.6% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 12.0% | 31 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 13.9% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 17.9% | 27 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 17.6% | 27 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 15.8% | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 6.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 0.7% | 35 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 6.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 7.3% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALLAN R SCOTT | Board Member | 11.4% of Rev | ||
| VICTORIA CECH | Board Member | — | ||
| MADDIE COLLINS | Board Member | — | ||
| MATT DALTON | Board Member | — | ||
| DAVID GENTER | Board Member | — | ||
| PATRICK KEIM | Board Member | — | ||
| RON LUKENBILL | Board Member | — | ||
| WILLIAM SHROP SHROPSHIRE | Board Member | — | ||
| ERIC STERN ESQ | Board Member | — | ||
| HANNA WARHANK ESQ | Board Member | — | ||
| RON WATERMAN ESQ | Board Member | — | ||
| KALI WICKS | Board President | — | ||
| ALISON PAUL ESQ | Treasurer | — | ||
| RON BLADWIN | Board Member | — | ||
| ART BUMGARDNER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALLAN R SCOTT | Board Member | 10.6% of Rev | ||
| SARA GROVES | Board Member | 0.5% of Rev | ||
| PAT KEIM | Board President | — | ||
| ALISON PAUL ESQ | Treasurer | — | ||
| ART BUMGARDNER | Board Member | — | ||
| VICTORIA CECH | Board Member | — | ||
| MADDIE COLLINS | Board Member | — | ||
| MATT DALTON | Board Member | — | ||
| KRISTIN DREES | Board Member | — | ||
| DAVID GENTER | Board Member | — | ||
| RENEE LISTON | Board Member | — | ||
| RON LUKENBILL | Board Member | — | ||
| ERIC STERN ESQ | Board Member | — | ||
| RON WATERMAN ESQ | Board Member | — | ||
| KALI WICKS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALLAN R SCOTT | Board Member | 12.0% of Rev | ||
| PAT KEIM | Board President | — | ||
| RON LEE | Board President | — | ||
| ALISON PAUL ESQ | Treasurer | — | ||
| ELEANOR PARKER ESQ | Secretary | — | ||
| ART BUMGARDNER | Board Member | — | ||
| VICTORIA CECH | Board Member | — | ||
| MADDIE COLLINS | Board Member | — | ||
| MATT DALTON | Board Member | — | ||
| KRISTIN DREES | Board Member | — | ||
| RON LUKENBILL | Board Member | — | ||
| RENEE LISTON | Board Member | — | ||
| TIM REARDON | Board Member | — | ||
| ERIC STERN ESQ | Board Member | — | ||
| RON WATERMAN ESQ | Board Member | — | ||
| KALI WICKS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 17 other orgs in MT with NTEE prefix A6.
Most-divergent component: financial score sits 35 points below the peer median (0 vs. 35).
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.
Overall score has gone from 27 → 31 over 5 years (improving by 4 points).
What's driving this score
- Comp-to-revenue ratio of 10.6% 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.