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 | — | — | 12.8% | 36 | Financially Distressed | Recovery | |
| 2022 | — | — | 20.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 30.1% | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 42.6% | 28 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 33.4% | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 32.6% | 30 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 28.9% | 26 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 53.8% | 28 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 30.9% | 36 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 36.6% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 37.6% | 24 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 42.2% | 26 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 32.6% | 24 | Critical Intervention Needed | Recovery | |
| 2010 | — | — | 52.2% | 22 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRUCE ROBERTSON | Board Member | 7.2% of Rev | ||
| HANA JANATOVA | EXECUTIVE DI | 2.7% of Rev | ||
| JASON WHEELER | BOARD PRESID | — | ||
| KELLY MURDOCK | Board President | — | ||
| MICHAEL DOWDLE | VICE PRESIDE | — | ||
| MARGARET GRIFFIN | Treasurer | — | ||
| JULIE BERRY | Treasurer | — | ||
| ELISE MURDOCK | Secretary | — | ||
| LAURIE BRAY | Board Member | — | ||
| TAMARA COPIER | Board Member | — | ||
| MICHAEL GREEN | Board Member | — | ||
| SCOTT JENSEN | Board Member | — | ||
| JAMES REES | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRUCE ROBERTSON | Board Member | 7.1% of Rev | ||
| HANA JANATOVA | EXECUTIVE DI | 2.1% of Rev | ||
| BRENT SEVERE | INTERIM ED | 1.6% of Rev | ||
| ROBERT HANSON | INTERIM ED | — | ||
| JASON WHEELER | BOARD PRESID | — | ||
| HANA JANATOVA | BOARD PRESID | — | ||
| TAMARA COPIER | VICE PRESIDE | — | ||
| MARGARET GRIFFIN | Treasurer | — | ||
| ELISE MURDOCK | Secretary | — | ||
| SCOTTI HILL | Secretary | — | ||
| LAURIE BRAY | Board Member | — | ||
| MICHAEL GREEN | Board Member | — | ||
| KELLY MURDOCK | Board Member | — | ||
| NOREEN ROECA | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Bruce Robertson | Executive Director | 6.2% of Rev | ||
| Shelley Redford Young | Unspecified Role | 3.5% of Rev | ||
| Susan Stetich | Board President | — | ||
| Scotti Hill | Secretary | — | ||
| Margaret Griffin | Unspecified Role | — | ||
| Hana Janatova | Board President | — | ||
| Jay Wheeler | Unspecified Role | — | ||
| Heidi Somsen | Unspecified Role | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 115 other orgs in UT with NTEE prefix A6.
Most-divergent component: financial score sits 36 points below the peer median (10 vs. 46).
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 12.8% 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.