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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 19.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 15.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 14.6% | 38 | Financially Distressed | Recovery | |
| 2020 | — | — | 14.1% | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | 16.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 20.9% | 37 | Fragile | Gov Risk | |
| 2017 | — | — | 21.1% | 37 | Fragile | Gov Risk | |
| 2016 | — | — | — | 41 | Fragile | Recovery | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOCELYN SCUDDER | EXECUTIVE DI | 18.3% of Rev | ||
| TRAVIS ENGLISH | Board Member | — | ||
| TIM FELLOW | Board President | — | ||
| JULIANN FRITZ | Board Member | — | ||
| BOB PEEK | Board Member | — | ||
| ALIX RAILTON | Board Member | — | ||
| DEBBIE SEBEK | Board Member | — | ||
| NANCY STOAKS | Board Member | — | ||
| LYNN WOOD | Board Member | — | ||
| KATE WYNN | Board Member | — | ||
| DIEGO ZEGARRA | Treasurer | — | ||
| SHARON BACKURZ | Board President | — | ||
| PAMELA BEVERLY-QUIGLEY | Board Member | — | ||
| FANNY GUADALUPE BLAUER | Board Member | — | ||
| MARION BOLAND | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOCELYN SCUDDER | EXECUTIVE DI | 16.6% of Rev | ||
| SHARON BACKURZ | Board President | — | ||
| PAMELA BEVERLY-QUIGLEY | Secretary | — | ||
| KIM BROWN | Board Member | — | ||
| TRAVIS ENGLISH | Board Member | — | ||
| TIM FELLOW | Board President | — | ||
| JULIANN FRITZ | Board Member | — | ||
| ALIX RAILTON | Board Member | — | ||
| DEBBIE SEBEK | Board Member | — | ||
| NANCY STOAKS | Board Member | — | ||
| AMY TROMBETTI | Board Member | — | ||
| DIEGO ZEGARRA | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOCELYN SCUDDER | EXECUTIVE DI | 14.1% of Rev | ||
| DEBBIE SEBEK | Board Member | — | ||
| AMY TROMBETTI | Board Member | — | ||
| DIEGO ZEGARRA | Treasurer | — | ||
| SHARON BACKURZ | Board President | — | ||
| PAMELA BEVERLY-QUIGLEY | Secretary | — | ||
| KIM BROWN | Board Member | — | ||
| TRAVIS ENGLISH | Board Member | — | ||
| TIM FELLOW | Board President | — | ||
| JULIANN FRITZ | Board Member | — | ||
| ALIX RAILTON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 82 other orgs in UT with NTEE prefix A6.
Most-divergent component: financial score sits 32 points below the peer median (0 vs. 32).
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 31 → 31 over 5 years (stable by 0 points).
What's driving this score
- Comp-to-revenue ratio of 19.7% 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.