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 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 14.2% | 52 | Fragile | Recovery | |
| 2020 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2018 | — | — | 14.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 8.9% | 40 | Financially Distressed | Recovery | |
| 2016 | — | — | 13.4% | 38 | Financially Distressed | Recovery | |
| 2015 | — | — | 20.9% | 37 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 21.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 12.4% | 38 | Financially Distressed | Recovery | |
| 2012 | — | — | 26.1% | 36 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 25.4% | 36 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SETH MILLER | Executive Director | 12.2% of Rev | ||
| CAROLINE CAIN | Board Member | 1.2% of Rev | ||
| RICHARD SCOTT | Board Member | — | ||
| MARK FOSSEN | Board Member | — | ||
| JOSH ELSTEIN | Board Member | — | ||
| MATT WHITAKER | Board Member | — | ||
| GAGE WILLIAMS | Board Member | — | ||
| QUINN SMITH | Board Member | — | ||
| MEGAN MCDOWELL | Board Member | — | ||
| SAM GOLDSTEIN | Board Member | — | ||
| SHERRIE GOLDSTEIN | Board Member | — | ||
| JAKE TRUMBO | Board Member | — | ||
| DAVE HANSON | Board President | — | ||
| SHANNON HERRERA | Board Member | — | ||
| MARK GURNEY | Board Member | — | ||
| DEE DEE DARBY-DUFFIN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICHARD SCOTT | Board Member | 14.6% of Rev | ||
| SETH MILLER | Executive Director | 9.0% of Rev | ||
| MARK FOSSEN | Board Member | 8.1% of Rev | ||
| JOSH ELSTEIN | Board Member | 6.7% of Rev | ||
| MATT WHITAKER | Board Member | 3.1% of Rev | ||
| CAROLINE CAIN | Board Member | 1.0% of Rev | ||
| GAGE WILLIAMS | Board Member | — | ||
| QUINN SMITH | Board Member | — | ||
| MEGAN MCDOWELL | Board Member | — | ||
| SAM GOLDSTEIN | Board Member | — | ||
| SHERRIE GOLDSTEIN | Board Member | — | ||
| JAKE TRUMBO | Board Member | — | ||
| DAVE HANSON | Board President | — | ||
| SHANNON HERRERA | Board Member | — | ||
| MARK GURNEY | Board Member | — | ||
| DEE DEE DARBY-DUFFIN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Richard Scott | Board Member | 13.9% of Rev | ||
| Seth Miller | Executive Director | 8.8% of Rev | ||
| Mark Fossen | Board President | 8.0% of Rev | ||
| Josh Elstein | Board Member | 6.7% of Rev | ||
| Caroline Cain | Board Member | 1.9% of Rev | ||
| Matt Whittaker | Board Member | 1.9% of Rev | ||
| Gage Williams | Board Member | — | ||
| Quinn Smith | Board Member | — | ||
| Megan McDowell | Board Member | — | ||
| Sam Goldstein | Board Member | — | ||
| Sherrie Goldstein | Board Member | — | ||
| Sarah Young | Board Member | — | ||
| Jake Trumbo | Board Member | — | ||
| Dave Hanson | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 81 other orgs in UT with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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 34 → 34 over 5 years (stable by 0 points).
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.