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 | — | — | 5.1% | 40 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 2.7% | 45 | Financially Distressed | Recovery | |
| 2021 | — | — | 3.8% | 43 | Fragile | Recovery | |
| 2020 | — | — | 5.8% | 38 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 3.4% | 39 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 2.8% | 39 | Financially Distressed | Recovery | |
| 2017 | — | — | 3.4% | 35 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 2.2% | 43 | Fragile | Recovery | |
| 2013 | — | — | 2.0% | 39 | Financially Distressed | Recovery | |
| 2012 | — | — | 3.2% | 35 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 3.1% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TORI ANN BAKER | Executive Director | 4.4% of Rev | ||
| BOB GOLDBERG | Board Member | — | ||
| KEVIN HANSON | Board Member | — | ||
| BRIAN RIVETTE | Board President | — | ||
| PHIL COOPER | Board Member | — | ||
| SARAH SINWELL | Board President | — | ||
| KURT BESTOR | Board Member | — | ||
| JOE GEE | Board Member | — | ||
| KELLY LOOSLI | Board Member | — | ||
| BRIDGET SHEARS-LEE | Board Member | — | ||
| JONATHON TICHY | Board Member | — | ||
| LAURA CANNON | Treasurer | — | ||
| PATRICIA CORTES-GUADARRAMA | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TORI ANN BAKER | Executive Director | 3.8% of Rev | ||
| BOB GOLDBERG | Board Member | — | ||
| KEVIN HANSON | Board Member | — | ||
| BRIAN RIVETTE | Board President | — | ||
| PHIL COOPER | Treasurer | — | ||
| Leigh Anne Bernal | Board Member | — | ||
| Sarah Sinwell | Secretary | — | ||
| Kurt Bestor | Board Member | — | ||
| CLAUDIA BENITEZ | Board Member | — | ||
| KELLY LOOSLI | Board Member | — | ||
| BRIDGET SHEARS-LEE | Board President | — | ||
| JONATHON TICHY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in UT 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.
Overall score has gone from 39 → 40 over 5 years (improving by 1 points).
What's driving this score
- Comp-to-revenue ratio of 5.1% 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.