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 | — | — | Unknown | — | |
| 2022 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 12.9% | 33 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 7.9% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 6.9% | 30 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 11.7% | 29 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 11.8% | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 15.8% | 27 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 9.2% | 30 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 19 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 19 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES CONTESSA | Executive Director | 8.0% of Rev | ||
| ANITA HOLMES | Executive Director | 5.1% of Rev | ||
| JOANNE BERKOW | Board President | — | ||
| MARTI LATOUR | Board President | — | ||
| CAROLINE HARLESS | Secretary | — | ||
| BLAKE BETHEIL | Treasurer | — | ||
| JULIE KIME | Board Member | — | ||
| STEVE FUNK | Board Member | — | ||
| STEPHANIE PEW | Board Member | — | ||
| BILL ROEBEL | Board Member | — | ||
| SCOTT SNOW | Board Member | — | ||
| ROB STERN | Board Member | — | ||
| JOHN SULLIVAN | Board Member | — | ||
| SUZY VOGLER | Board Member | — | ||
| KAREN COSMOS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANITA HOLMES | Executive Dir. | 7.8% of Rev | ||
| BILL ROEBEL | Board Member | — | ||
| BLAKE BETHEIL | Treasurer | — | ||
| BONNIE OSHER | Board Member | — | ||
| HONEY BRYAN | Secretary | — | ||
| JOANNE BERKOW | Board President | — | ||
| SYNDIE LEVIEN | Board President | — | ||
| SCOTT SNOW | Board Member | — | ||
| ANGIE KENYON | Board Member | — | ||
| MARTI LATOUR | Board Member | — | ||
| CAROLINE HARLESS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BILL ROEBEL | Board Member | — | ||
| BLAKE BETHEIL | Treasurer | — | ||
| BONNIE OSHER | Board Member | — | ||
| HONEY BRYAN | Secretary | — | ||
| JOANNE BERKOW | Board President | — | ||
| SYNDIE LEVIEN | Board President | — | ||
| SCOTT SNOW | Board Member | — | ||
| ANGIE KENYON | Board Member | — | ||
| MARTI LATOUR | Board Member | — | ||
| CAROLINE HARLESS | Board Member | — | ||
| ANITA HOLMES | Executive Dir. | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANITA HOLMES | Executive Dir. | 5.1% of Rev | ||
| BILL ROEBEL | Board Member | — | ||
| BLAKE BETHEIL | Treasurer | — | ||
| BONNIE OSHER | Board Member | — | ||
| HONEY BRYAN | Secretary | — | ||
| JOANNE BERKOW | Board President | — | ||
| SYNDIE LEVIEN | Board President | — | ||
| SCOTT SNOW | Board Member | — | ||
| ANGIE KENYON | Board Member | — | ||
| MARTI LATOUR | Board Member | — | ||
| CAROLINE HARLESS | 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 FL 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 13.1% 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.