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 | 22.5% | 35 | Fragile | Gov Risk | |
| 2023 | — | — | 13.1% | 39 | Fragile | Recovery | |
| 2022 | — | — | 18.1% | 37 | Fragile | Recovery | |
| 2021 | — | — | 20.2% | 27 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 12.6% | 33 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Rafaela Risco | Board Member | 9.2% of Rev | ||
| Norbe Risco | Board Member | 8.3% of Rev | ||
| Jennifer Reed | Board Member | 5.1% of Rev | ||
| Brigid DeVries | Board President | — | ||
| Rainey Hayes | Board President | — | ||
| Sarah Robinson | Treasurer | — | ||
| Danby Carter | Board Member | — | ||
| Kathy Morgan | Board Member | — | ||
| Paul Holbrook | Board Member | — | ||
| Brienne Lowry Cox | Board Member | — | ||
| Sandy Robinson | Board Member | — | ||
| Oliver Oakley | Board Member | — | ||
| Leigh Ann Castellanos | Board Member | — | ||
| Cynthia Beasley | Board Member | — | ||
| Stapleton Arnold | Board Member | — | ||
| Susan Herren | Ex Officio | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Rafaela Risco | Board Member | 9.7% of Rev | ||
| Norbe Risco | Board Member | 8.3% of Rev | ||
| Jennifer Reed | Board Member | 2.7% of Rev | ||
| Brigid DeVries | Board President | — | ||
| Rainey Hayes | Board President | — | ||
| Sarah Robinson | Treasurer | — | ||
| Danby Carter | Board Member | — | ||
| Kathy Morgan | Board Member | — | ||
| Paul Holbrook | Board Member | — | ||
| Brienne Lowry Cox | Board Member | — | ||
| Sandy Robinson | Board Member | — | ||
| Oliver Oakley | Board Member | — | ||
| Leigh Ann Castellanos | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Norbe Risco | Board Member | 7.1% of Rev | ||
| Adell Cook | Board Member | 2.6% of Rev | ||
| Brigid DeVries | Board President | — | ||
| Rainey Hayes | Board President | — | ||
| Conley Salyer | Treasurer | — | ||
| Leigh Ann Castellanos | Board Member | — | ||
| Kathy Morgan | Board Member | — | ||
| Paul Holbrook | Board Member | — | ||
| Danby Carter | Board Member | — | ||
| Susan Herren | Board Member | — | ||
| Laura Calmes | Board Member | — | ||
| Melissa Calmes | Board Member | — | ||
| Brooke Amadon | Board Member | — | ||
| Sandy Robinson | Board Member | — | ||
| Brienne Lowry Cox | Board Member | — | ||
| Oliver Oakley | Board Member | — | ||
| Melissa Calmes | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 91 other orgs in KY with NTEE prefix A6.
Most-divergent component: financial score sits 30 points below the peer median (25 vs. 55).
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 22.5% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.