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 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2021 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| REVEREND ROBERT PASLEY | Board President | — | ||
| JENNIFER DONELSON-NOWICKA | Board President | — | ||
| STEVEN J HOLC CPA | Treasurer | — | ||
| JANET GORBITZ | Secretary | — | ||
| CHARLES COLE | Board Member | — | ||
| DAVID HUGHES | Board Member | — | ||
| SUSAN TREACY | Board Member | — | ||
| CHARLES WEAVER | Board Member | — | ||
| NATHAN KNUTSON | Board Member | — | ||
| CHRISTOPHER BERRY | Board Member | — | ||
| MATTHEW FONG | Board Member | — | ||
| REVEREND MICHAEL CONNOLLY | CHAPLAIN | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARYANNE CARR-WILSON | Board Member | — | ||
| CHARLES COLE | Board Member | — | ||
| JENNIFER DONELSON | Board Member | — | ||
| DAVID J HUGHES | Board Member | — | ||
| REVEREND ROBERT PASLEY | CHAPLAIN/DIR | — | ||
| EDWARD SCHAEFER | Board Member | — | ||
| SUSAN TREACY | Secretary | — | ||
| HORST BUCHHOLZ | VICE PRESIDE | — | ||
| STEVEN J HOLC | Treasurer | — | ||
| WILLIAM P MAHRT | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARYANNE CARR-WILSON | Board Member | — | ||
| CHARLES COLE | Board Member | — | ||
| JENNIFER DONELSON | Board Member | — | ||
| DAVID J HUGHES | Board Member | — | ||
| REVEREND ROBERT PASLEY | CHAPLAIN/DIR | — | ||
| EDWARD SCHAEFER | Board Member | — | ||
| SUSAN TREACY | Secretary | — | ||
| HORST BUCHHOLZ | VICE PRESIDE | — | ||
| STEVEN J HOLC | Treasurer | — | ||
| WILLIAM P MAHRT | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES COLE | Board Member | — | ||
| JENNIFER DONELSON | Board Member | — | ||
| DAVID J HUGHES | Board Member | — | ||
| REVEREND ROBERT PASLEY | CHAPLAIN/DIR | — | ||
| EDWARD SCHAEFER | Board Member | — | ||
| SUSAN TREACY | Board Member | — | ||
| HORST BUCHHOLZ | VICE PRESIDE | — | ||
| MARYANNE CARR-WILSON | Secretary | — | ||
| STEVEN J HOLC | Treasurer | — | ||
| WILLIAM P MAHRT | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in MS for this NTEE subcategory; peer comparison would not be statistically meaningful.
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.