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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 2.5% | 37 | Financially Distressed | Recovery | |
| 2022 | — | — | 1.2% | 35 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 1.3% | 35 | Financially Distressed | Stable Watch | |
| 2020 | — | — | 1.6% | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 1.8% | 35 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 1.4% | 35 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 1.7% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 1.7% | 35 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 1.9% | 35 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 1.8% | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 1.8% | 35 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 1.9% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Justin Blasko | Board Member | 1.3% of Rev | ||
| Troy Bradshaw | Treasurer | 1.2% of Rev | ||
| Marie Ehlers | Head Counselor | 0.9% of Rev | ||
| Bruce Hatch | Board Member | 0.9% of Rev | ||
| Alicia Maldonado | Board Member | — | ||
| Scott Smith | Board Member | — | ||
| Mellanie Page | Board Member | — | ||
| Michelle Walter | Board President | — | ||
| Jacqueline Powell | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Justin Blasko | Board Member | 1.3% of Rev | ||
| Troy Bradshaw | Treasurer | 1.2% of Rev | ||
| Alicia Maldonado | Board Member | — | ||
| Scott Smith | Board Member | — | ||
| Mellanie Page | Board Member | — | ||
| Michelle Walter | Board President | — | ||
| Jacqueline Powell | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS BARNUM | PRINCIPAL/DI | 1.1% of Rev | ||
| JOSHUA AIKENS | Board Member | — | ||
| LEX HOWARD | Board Member | — | ||
| DAVID HUNTER | Board Member | — | ||
| MATTHEW MIDDIONE | Board Member | — | ||
| ELI MILNE | Board Member | — | ||
| JACQUELINE POWELL | Board Member | — | ||
| MICHELLE WALTER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SAMUEL GIBBS | PRINCIPAL/DI | 1.1% of Rev | ||
| JOSHUA AIKENS | Board Member | — | ||
| LEX HOWARD | Board Member | — | ||
| DAVID HUNTER | Board Member | — | ||
| MATTHEW MIDDIONE | Board Member | — | ||
| ELI MILNE | Board Member | — | ||
| JACQUELINE POWELL | Board Member | — | ||
| MICHELLE WALTER | Board Member | — | ||
| CHRIS BARNUM | PRINCIPAL/DI | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SAMUEL GIBBS | PRINCIPAL/DI | 1.1% of Rev | ||
| JOSHUA AIKENS | Board Member | — | ||
| BETTE ARIAL | Board Member | — | ||
| DAVID HUNTER | Board Member | — | ||
| MATTHEW MIDDIONE | Board Member | — | ||
| ELI MILNE | Board Member | — | ||
| MICHELLE ROOT | 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.
What's driving this score
- Comp-to-revenue ratio of 2.5% 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.