Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↓
Overall
25
Score
Governance
45
Score
Financial
0
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 18.5% | 25 | Critical Intervention Needed | Stable Watch | |
| 2023 | — | — | 13.1% | 27 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 14.3% | 25 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 30.3% | 19 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 16.1% | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 12.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 13.3% | 27 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 10.7% | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 10.1% | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 9.2% | 30 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DODIE RIFE | Executive Director | 15.7% of Rev | ||
| JANIE SUTTON | Secretary | 1.5% of Rev | ||
| SARAH WAGGONER | Board Member | 0.5% of Rev | ||
| MARISA CLARK | Board Member | 0.3% of Rev | ||
| JORDEN GILFEATHER | Board Member | 0.3% of Rev | ||
| PRECIOUS MCKENZIE | Board Member | 0.3% of Rev | ||
| WILLIAM STEARNS | Board President | — | ||
| DANIEL STRUCKMAN | Board President | — | ||
| KATHY BOILEAU | Treasurer | — | ||
| STEVE ZEDIKER | Board President | — | ||
| MICHAEL BOILEAU | Board Member | — | ||
| KAREN POSTEMA | Board Member | — | ||
| CASEY ROTH | Board Member | — | ||
| LYNEA WALLACE | Board Member | — | ||
| BLAKE SUTTON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DODIE RIFE | MANAGING PRODUCER | 13.5% of Rev | ||
| KAREN POSTEMA | Secretary | — | ||
| WILLIAM STEARNS | Board President | — | ||
| ELLEN LAYTON | Board President | — | ||
| DANIEL STRUCKMAN | Board President | — | ||
| STEVEN BUTLER | Treasurer | — | ||
| STEVE ZEDIKER | Board Member | — | ||
| JANIE SUTTON | Board Member | — | ||
| AMY DIXON | Board Member | — | ||
| LUCINDA BUTLER | Board President | — | ||
| DELANEY HARDY RAY | Board Member | — | ||
| LYNSEY ROSS LUND | Board Member | — | ||
| PRECIOUS MCKENZIE | Board Member | — | ||
| BEN MEYER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DODIE RIFE | MANAGING PRODUCER | 13.5% of Rev | ||
| STEVEN BUTLER | Treasurer | — | ||
| KAREN POSTEMA | Secretary | — | ||
| JENNIFER CHAPMAN | Board Member | — | ||
| DOUGLAS NAGEL | Board President | — | ||
| DANIEL STRUCKMAN | Board President | — | ||
| LUCINDA BUTLER | Board President | — | ||
| BEN MEYER | Board Member | — | ||
| ELLEN LAYTON | Board Member | — | ||
| PRECIOUS MCKENZIE | Board Member | — | ||
| LYNSEY ROSS | Board Member | — | ||
| SARAH KARY | Board Member | — | ||
| WILLIAM STEARNS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DODIE RIFE | MANAGING PRODUCER | 12.4% of Rev | ||
| STEVEN BUTLER | Board President | — | ||
| KAREN POSTEMA | Secretary | — | ||
| JENNIFER CHAPMAN | Board President | — | ||
| DOUGLAS NAGEL | Board Member | — | ||
| DANIEL STRUCKMAN | Board Member | — | ||
| REBEKAH RAE | Board Member | — | ||
| LUCINDA BUTLER | Board President | — | ||
| KARLA STRICKER | Treasurer | — | ||
| BEN MEYER | Board Member | — | ||
| KAREN STEARS | Board Member | — | ||
| ROBERT STEARS | Board Member | — | ||
| ELLEN LAYTON | Board Member | — | ||
| PRECIOUS MCKENZIE | Board Member | — | ||
| SHANNON JOHNSON | Board Member | — | ||
| LYNSEY ROSS LUND | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
25 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 16 other orgs in MT with NTEE prefix A6.
Most-divergent component: financial score sits 38 points below the peer median (0 vs. 38).
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 18.5% 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.