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 | — | |
| 2023 | — | — | 12.4% | 32 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 6.3% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 11.3% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 9.8% | 27 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 6.3% | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 41.1% | 26 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 0.3% | 42 | Fragile | Recovery | |
| 2013 | — | — | — | 61 | Stable | Stable Watch | |
| 2012 | — | — | — | 45 | Fragile | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| OLIVIA MARTIN | Board Member | — | ||
| RANDY COLE | Board President | — | ||
| ANDREA ELLIS | Treasurer | — | ||
| OBUM UKABAM | Board Member | — | ||
| MOLLY LAWYER | Board Member | — | ||
| BRITTANI BENSON | Board Member | — | ||
| KATE PARKER | Secretary | — | ||
| CHERYL ELIAS | Board Member | — | ||
| CAREN GERKIN | Board Member | — | ||
| JASON LOVAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JARROD KOPP | Executive Dir. | 10.9% of Rev | ||
| JARROD KOPP | Executive Dir. | 4.0% of Rev | ||
| LAURA SKOCH | Executive Dir. | 1.5% of Rev | ||
| RANDY COLE | Board President | — | ||
| ANDREA ELLIS | Treasurer | — | ||
| MOLLY LAWYER | Board Member | — | ||
| MELISSA SPARKS | Board Member | — | ||
| KATE PARKER | Board Member | — | ||
| OBUM UKABAM | Board Member | — | ||
| NIKKI ANDERSON | Board Member | — | ||
| RANDY COLE | Board President | — | ||
| ANDREA ELLIS | Treasurer | — | ||
| JOSH NEW | Board Member | — | ||
| MOLLY LAWYER | Board Member | — | ||
| MELISSA SPARKS | Board Member | — | ||
| NORAH SWEENEY | Board Member | — | ||
| LIZ CARR | Board Member | — | ||
| KATE PARKER | Board Member | — | ||
| OBUM UKABAM | Board Member | — | ||
| LAURA SKOCH | Executive Dir. | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JARROD KOPP | Executive Dir. | 9.0% of Rev | ||
| NIKKI ANDERSON | Board Member | — | ||
| SUMMER JENKINS | Board Member | — | ||
| CASSIA CARR | Board Member | — | ||
| JOSH NEW | Board Member | — | ||
| HUGH ROBERT | Board Member | — | ||
| KELSEY PAUL | Board Member | — | ||
| NORAH SWEENEY | Board Member | — | ||
| DIANE WHITE | Board Member | — | ||
| OBUM UKABAM | Board Member | — | ||
| STEVE CLUCK | Board Member | — | ||
| TIA JUBY | Secretary | — | ||
| KRISTEN ROBERT | Board President | — | ||
| SARA PHOENIX | Executive Dir. | — | ||
| NIKKI ANDERSON | Board Member | — | ||
| RANDY COLE | Board President | — | ||
| ANDREA ELLIS | Treasurer | — | ||
| JOSH NEW | Board Member | — | ||
| MOLLY LAWYER | Board Member | — | ||
| MELISSA SPARKS | Board Member | — | ||
| NORAH SWEENEY | Board Member | — | ||
| SUMMER WILLHITE | Board Member | — | ||
| OBUM UKABAM | Board Member | — | ||
| JARROD KOPP | Executive Dir. | — | ||
| SARA PHOENIX | Executive Dir. | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 66 other orgs in OK with NTEE prefix A6.
Most-divergent component: financial score sits 37 points below the peer median (0 vs. 37).
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 12.4% 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.