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
37
Score
Governance
58
Score
Financial
5
Score
Program
60
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
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 | — | |
| 2023 | — | — | 4.2% | 37 | Financially Distressed | Recovery | |
| 2022 | — | — | 5.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 5.2% | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | 6.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 5.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 2.4% | 35 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 3.0% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 3.5% | 35 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 3.3% | 35 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 2.9% | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 3.4% | 35 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 4.0% | 35 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 4.1% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FELICIA BACA | Board Member | 4.7% of Rev | ||
| JEFF DRIGGS | Board Member | 0.0% of Rev | ||
| CAITLIN TURSIC | Treasurer | 0.0% of Rev | ||
| HANNAH NIELSEN | Board Member | 0.0% of Rev | ||
| SUSAN KOLES RICKMAN | Board Member | 0.0% of Rev | ||
| LANA TAYLOR | Board Member | 0.0% of Rev | ||
| TRAVIS ENGLISH | Board President | 0.0% of Rev | ||
| GABRIELLA HUGGINS | Board Member | — | ||
| CUAUHTEMOC SANDOVAL | Secretary | — | ||
| KATHY DAVIS | Board Member | — | ||
| EUGENIE JAFFE | Board Member | — | ||
| MATTHEW COLES | Board President | — | ||
| IGNACIO ROSENBERG | Board Member | — | ||
| RYAN CANTER | Board Member | — | ||
| SABRINA MARTINEZ | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FELICIA BACA | Board Member | 3.7% of Rev | ||
| TORLE NENBEE | Board Member | — | ||
| ERIKA HILL | Board Member | — | ||
| SONALI LOOMBA | Board Member | — | ||
| THOMAS KESSINGER | Board Member | — | ||
| JOSANNE GLASS | Board Member | — | ||
| MATTHEW CASTILLO | Board Member | — | ||
| ANNIE DAYTON | Board Member | — | ||
| AYANNA ALLEN | Board Member | — | ||
| RICHARD TAYLOR | Board Member | — | ||
| ANDREA ASHDOWN | Board Member | — | ||
| KATHY DAVIS | Board Member | — | ||
| KATHERINE POTTER | Board Member | — | ||
| SARAH LONGORIA | Board Member | — | ||
| CALE NEWHOUSE | Treasurer | — | ||
| SUSAN KOLES RICKMAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FELICIA BACA | Board Member | 3.6% of Rev | ||
| SONALI LOOMBA | Board Member | — | ||
| TORLE NENBEE | Board Member | — | ||
| SUSAN KOLES RICKMAN | Board Member | — | ||
| SARAH LONGORIA | Board Member | — | ||
| JOSANNE GLASS | Board Member | — | ||
| NICO DICOU | Board Member | — | ||
| ERIKA HILL | Board Member | — | ||
| LARRY COHEN | Board Member | — | ||
| ANDREA ASHDOWN | Board Member | — | ||
| KATHERINE POTTER | Board Member | — | ||
| ANNIE DAYTON | Board Member | — | ||
| KATHY DAVIS | Board Member | — | ||
| DAVE MORTENSEN | Board Member | — | ||
| MATTHEW CASTILLO | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FELICIA BACA | Executive Director | 3.4% of Rev | ||
| JARED JONES | Board Member | — | ||
| KANIKA WELCH | Board Member | — | ||
| KATHERINE POTTER | Board Member | — | ||
| LARRY COHEN | Board Member | — | ||
| EFREN CORADO GARCIA | Board Member | — | ||
| ANNIE DAYTON | Board Member | — | ||
| MATTHEW CASTILLO | Treasurer | — | ||
| LEAH LANGAN | Board Member | — | ||
| DAVE MORTENSEN | Board Member | — | ||
| ANDREA ASHDOWN | Board Member | — | ||
| STEVE BARTH | Board Member | — | ||
| KATHY DAVIS | Board Member | — | ||
| ERIKA HILL | Board Member | — | ||
| SUSAN KOLES RICKMAN | Board Member | — | ||
| TORLE NENBEE | 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
5 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
37 / 100
Priority Review
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 41 points below the peer median (5 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 4.2% 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.