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
32
Score
Governance
50
Score
Financial
0
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 10.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 6.6% | 40 | Financially Distressed | Recovery | |
| 2021 | — | — | 12.0% | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | 11.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 9.8% | 38 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 5.8% | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | 13.9% | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 15.3% | 37 | Fragile | Recovery | |
| 2015 | — | — | 11.0% | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 17.7% | 37 | Fragile | Stable Watch | |
| 2013 | — | — | 35.7% | 36 | Fragile | Gov Risk | |
| 2012 | — | — | — | 39 | Fragile | Recovery | |
| 2011 | — | — | 30.1% | 22 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lindsey Nova | Executive Director | 10.1% of Rev | ||
| Devin Cygnar | Board President | — | ||
| Susan Marriott | Board President | — | ||
| Melissa Stephens Williamsons | Treasurer | — | ||
| Monica Hertzman | Secretary | — | ||
| Bronwyn Banerdt | Board Member | — | ||
| Karen Boston | Board Member | — | ||
| Stephen Botos | Board Member | — | ||
| David Gardner | Board Member | — | ||
| Emmanual Houndo | Board Member | — | ||
| Brian Lee | Board Member | — | ||
| Debbie Pixton | Board Member | — | ||
| Lee Saville-Iksic | Board Member | — | ||
| Larry Silverman | Board Member | — | ||
| Dr James Swindal | Board Member | — | ||
| Christopher Wiker | Board Member | — | ||
| Dr Michael Warren | Board Member | — | ||
| Dr Cheldon Williams | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lindsey Nova | Executive Director | 8.3% of Rev | ||
| Paul Doerksen | Board President | — | ||
| Sarah Tambucci | Board President | — | ||
| Melissa Stephens Williamsons | Treasurer | — | ||
| Devin Cygnar | Secretary | — | ||
| Cheldon Williams | Board Member | — | ||
| Ted Ruscitti | Board Member | — | ||
| Stephen Botos | Board Member | — | ||
| Thomas Walters | Board Member | — | ||
| Jodi Weisfield | Board Member | — | ||
| Michael Warren | Board Member | — | ||
| Lizz Helmsen | Board Member | — | ||
| James Swindal | Board Member | — | ||
| Lee Saville-Iksic | Board Member | — | ||
| Christopher Wiker | Board Member | — | ||
| Bronwyn Banerdt | Board Member | — | ||
| Susan Marriott | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lindsey Nova | Executive Director | 7.9% of Rev | ||
| Paul Doerksen | Board President | — | ||
| Sarah Tambucci | Board President | — | ||
| Christopher J Wiker | Treasurer | — | ||
| Devin Cygnar | Secretary | — | ||
| Kymberly Cruz | Board Member | — | ||
| Ted Ruscitti | Board Member | — | ||
| Stephen Botos | Board Member | — | ||
| Thomas Walters | Board Member | — | ||
| Jodi Weisfield | Board Member | — | ||
| James Doyle | Board Member | — | ||
| Lizz Helmsen | Board Member | — | ||
| James Swindal | Board Member | — | ||
| Lee Saville-Iksic | Board Member | — | ||
| Melissa Stephens Williamson | Board Member | — | ||
| Bronwyn Banerdt | Board Member | — | ||
| Susan Marriott | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lindsey Nova | Executive Director | 7.9% of Rev | ||
| Paul Doerksen | Board President | — | ||
| Sarah Tambucci | Board President | — | ||
| Erika Deiseroth | Treasurer | — | ||
| Ketaki Desai | Secretary | — | ||
| Kymberly Cruz | Board Member | — | ||
| Devin Cygnar | Board Member | — | ||
| Stephan Kostyniak | Board Member | — | ||
| Ted Ruscitti | Board Member | — | ||
| Stephen Botos | Board Member | — | ||
| Thomas Walters | Board Member | — | ||
| Jodi Weisfield | Board Member | — | ||
| Christopher Wiker | Board Member | — | ||
| James Doyle | Board Member | — | ||
| Lizz Helmsen | Board Member | — | ||
| James Swindal | Board Member | — | ||
| Mushir Howell | Board Member | — | ||
| Lee Saville-Iksic | Board Member | — | ||
| Melissa Stephens Williamson | 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
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
32 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 295 other orgs in PA 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 10.1% 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.