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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 16.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 9.4% | 38 | Fragile | Recovery | |
| 2021 | — | — | 15.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 8.7% | 36 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 5.8% | 38 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 6.6% | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | 8.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 9.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 2.2% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 39 | Fragile | Stable Watch | |
| 2013 | — | — | 4.0% | 38 | Fragile | Recovery | |
| 2012 | — | — | — | 35 | Fragile | Decline Risk | |
| 2011 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EUGENE WATANABE | EXECUTIVE D | 6.3% of Rev | ||
| JUSTIN MORGAN | EXECUTIVE DI | 4.1% of Rev | ||
| DIANA PETERSON | Board President | — | ||
| RICHARD TAYLOR | Board President | — | ||
| SAM ANDERSON | Treasurer | — | ||
| ART DUMMER | Board President | — | ||
| DEBORAH MOENCH | Board Member | — | ||
| KAREN PETERSON | Board Member | — | ||
| BARRY BICKMORE | Board Member | — | ||
| RACHAEL IVORY | Board Member | — | ||
| GREG TRIMBLE | Board Member | — | ||
| JOSH WHISENANT | Board Member | — | ||
| EUGENE WATANABE | EXECUTIVE D | — | ||
| DIANA PETERSON | Board President | — | ||
| RICHARD TAYLOR | Board President | — | ||
| SAM ANDERSON | Treasurer | — | ||
| ART DUMMER | Board President | — | ||
| DEBORAH MOENCH | Board Member | — | ||
| KAREN PETERSON | Board Member | — | ||
| BARRY BICKMORE | Board Member | — | ||
| RACHAEL IVORY | Board Member | — | ||
| GREG TRIMBLE | Board Member | — | ||
| JOSH WHISENANT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Eugene Watanabe | Board Member | 5.5% of Rev | ||
| Heather Moore | Executive Dir. | 5.3% of Rev | ||
| Eugene Watanabe | Board Member | 5.1% of Rev | ||
| Heather Moore | Executive Dir. | 4.6% of Rev | ||
| Joanne Rowland | Secretary | 0.4% of Rev | ||
| Joanne Rowland | Secretary | 0.4% of Rev | ||
| Arthur Dummer | Chairman | — | ||
| Scott Huntsman | Treasurer | — | ||
| Debbie Moench | Board Member | — | ||
| Diana Peterson | Board Member | — | ||
| Sam Anderson | Board Member | — | ||
| Dr JP Hughes | Board Member | — | ||
| Scott Epstein | Board Member | — | ||
| Rinar Erickson | Board Member | — | ||
| Gary Larson | Board Member | — | ||
| Michelle Wester | Board Member | — | ||
| Jennifer Zemp | Board Member | — | ||
| Justin Morgan | Interim Ex Dir. | — | ||
| Arthur Dummer | Chairman | — | ||
| Scott Huntsman | Treasurer | — | ||
| Debbie Moench | Board Member | — | ||
| Diana Peterson | Board Member | — | ||
| Sam Anderson | Board Member | — | ||
| Dr JP Hughes | Board Member | — | ||
| Scott Epstein | Board Member | — | ||
| Rinar Erickson | Board Member | — | ||
| Gary Larson | Board Member | — | ||
| Michelle Wester | Board Member | — | ||
| Jennifer Zemp | Board Member | — | ||
| Justin Morgan | Interim Ex Dir. | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 19 other orgs in UT with NTEE prefix A2.
Most-divergent component: program score sits 33 points above the peer median (60 vs. 27).
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 16.9% 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.