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 | — | 49 | Fragile | Recovery | |
| 2023 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 42 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEB BROCKMAN | Board President | — | ||
| TANNA MORETZ | Board President | — | ||
| TERESA STEHN | Secretary | — | ||
| PAM MEYER | Treasurer | — | ||
| CONNIE ESTES | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dedra Harris | Board President | — | ||
| Wendy weisert | Board President | — | ||
| Tresa Stehn | Secretaru | — | ||
| Pam Meyer | Treasurer | — | ||
| cindy Thompson | Co-treasuer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Theresa Cooper | Board President | — | ||
| Pam Meyer | Treasurer | — | ||
| Teresa Stehn | Secretary | — | ||
| Teresa Olson | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 4 other orgs in IA with NTEE prefix A8.
Most-divergent component: program score sits 14 points above the peer median (45 vs. 31).
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 → 49 over 5 years (improving by 15 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.