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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 30 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 37 | Fragile | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 8.3% | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | 13.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 11.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 13.4% | 29 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 15.0% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Elizabeth Rankin | Board President | — | ||
| Stacie Bicknell | Board President | — | ||
| Gracie Bee | Treasurer | — | ||
| Carl Altheide | Board Member | — | ||
| Maureen Hansen | Board Member | — | ||
| Robert Kirschman | Board Member | — | ||
| Dave Saunders | Board Member | — | ||
| David K Gerber | Board President | — | ||
| Margaret Cain | Board President | — | ||
| Christina McDonald | Treasurer | — | ||
| John Keady | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Maureen F Hansen | Board Member | — | ||
| Kathleen Ranowsky | Board Member | — | ||
| Joanna LaMonda | Board President | — | ||
| Elizabeth Rankin | Board President | — | ||
| Gracie Bee | Treasurer | — | ||
| Neil E Walsh | Board Member | — | ||
| Shelley Lucke-Jennings | Board Member | — | ||
| Heidi Mootz | Board President | — | ||
| David K Gerber | Board President | — | ||
| Linda LaMonda | Board President | — | ||
| Carl Altheide | Secretary | — | ||
| Christina McDonald | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| David Gerber | Board President | — | ||
| Linda LaMonda | Board President | — | ||
| Carl Altheide | Secretary | — | ||
| Christina McDonald | Treasurer | — | ||
| Ann Pucci | Treasurer | — | ||
| Donna Giarratana | Board President | — | ||
| Maureen Hansen | Board Member | — | ||
| Cindy Jensen | Board Member | — | ||
| Gayle Lorenz | Board President | — | ||
| Kathi Ranowsky | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 147 other orgs in VA with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (5 vs. 36).
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.
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.