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
27
Score
Governance
45
Score
Financial
0
Score
Program
45
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 16.6% | 27 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 12.5% | 29 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 39.4% | 22 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 16.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 11.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 30.8% | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 37.6% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 43.9% | 19 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 44.0% | 28 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 38.5% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDY WOLTER | EXECUTIVE DI | 16.0% of Rev | ||
| CLARKE CARNAHAN | VICE PRESIDE | — | ||
| LEAH CHAMBERS | Board Member | — | ||
| KIANGA COLEMAN | Board Member | — | ||
| SHAREIKA FISHER | Board Member | — | ||
| AIMEE GEIST | Board Member | — | ||
| MARTY GOLDEN | Board Member | — | ||
| BRENT MCNULTY | Board President | — | ||
| KARI NILSEN | Treasurer | — | ||
| JOANNA RAMONDETTA | Board Member | — | ||
| TESSA ROHRBERT | Secretary | — | ||
| ANNIKA WOOTON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDY WOLTER | EXECUTIVE DI | 14.7% of Rev | ||
| SANDY WOLTER | EXECUTIVE DI | 13.3% of Rev | ||
| ALLISON BAKER | Board Member | — | ||
| BRENDA BENNING | Treasurer | — | ||
| CLARKE CARNAHAN | VICE PRESIDE | — | ||
| LEAH CHAMBERS | Board Member | — | ||
| TRISH DOOL | Board Member | — | ||
| MARK FARHA | Board Member | — | ||
| SHAREIKA FISHER | Board Member | — | ||
| MARTY GOLDEN | Board Member | — | ||
| JAMIE HOLLON | Board Member | — | ||
| BRENT MCNULTY | Board Member | — | ||
| JANE MOSLEY | Secretary | — | ||
| KARI NILSEN | Board Member | — | ||
| TESSA ROHRBERG | Board Member | — | ||
| MEGAN TUCKER | Board Member | — | ||
| ALANA VEGES | Board President | — | ||
| ALLISON BAKER | Board Member | — | ||
| BRENDA BENNING | Treasurer | — | ||
| CLARKE CARNAHAN | VICE PRESIDE | — | ||
| LEAH CHAMBERS | Board Member | — | ||
| TRISH DOOL | Board Member | — | ||
| MARK FARHA | Board Member | — | ||
| SHAREIKA FISHER | Board Member | — | ||
| MARTY GOLDEN | Board Member | — | ||
| JAMIE HOLLON | Board Member | — | ||
| BRENT MCNULTY | Board Member | — | ||
| JANE MOSLEY | Secretary | — | ||
| KARI NILSEN | Board Member | — | ||
| TESA ROHRBERG | Board Member | — | ||
| MEGAN TUCKER | Board Member | — | ||
| ALANA VEGES | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDY WOLTER | EXECUTIVE DI | 13.3% of Rev | ||
| ALLISON BAKER | Board Member | — | ||
| BRENDA BENNING | Treasurer | — | ||
| CLARKE CARNAHAN | VICE PRESIDE | — | ||
| LEAH CHAMBERS | Board Member | — | ||
| TRISH DOOL | Board Member | — | ||
| MARK FARHA | Board Member | — | ||
| MARTY GOLDEN | Board Member | — | ||
| MOLLY GORDON | Board Member | — | ||
| EMILIE GRAVES | Board Member | — | ||
| JAMIE HOLLON | Board Member | — | ||
| JANE MOSLEY | Secretary | — | ||
| KARI NILSEN | Board Member | — | ||
| ALANA VEGES | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDY WOLTER | EXECUTIVE DI | 11.3% of Rev | ||
| BRENDA BENNING | Treasurer | — | ||
| CLARKE CARNAHAN | Board Member | — | ||
| LEAH CHAMBERS | Board Member | — | ||
| TYLER EMERSON | Board Member | — | ||
| VICTOR EVERETT | Board Member | — | ||
| KAYLAN GISI | Secretary | — | ||
| MOLLY GORDON | Board Member | — | ||
| EMILIE GRAVES | Board Member | — | ||
| BRENT MCNULTY | Board President | — | ||
| JANE MOSLEY | Board Member | — | ||
| KARI NILSEN | Board Member | — | ||
| DIANE SPRANGER | Board Member | — | ||
| ALANA VEGES | VICE PRESIDE | — | ||
| MELISSA MUSGRAVE WHEELER | Board Member | — | ||
| PAUL WITTE | 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
0 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
27 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 59 other orgs in KS with NTEE prefix A6.
Most-divergent component: financial score sits 44 points below the peer median (0 vs. 44).
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 16.6% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.