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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 15.2% | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 10.1% | 36 | Financially Distressed | Recovery | |
| 2021 | — | — | 16.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 15.0% | 31 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 17.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 13.6% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 19.8% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 17.7% | 33 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 20.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 16.9% | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 19.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Wade | Board Member | 15.6% of Rev | ||
| Adam Tama | Board Member | — | ||
| Cala Henderson | Board Member | — | ||
| Kathy Pierce | Board Member | — | ||
| Andrea Villalon | Board Member | — | ||
| Dee Driscoll | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Wade | Board Member | 15.2% of Rev | ||
| Andrea Villalon | Board Member | — | ||
| Kathy Pierce | Board Member | — | ||
| Katherine Chilcote | Board Member | — | ||
| Margie Colon | Board Member | — | ||
| Adam Tama | Board Member | — | ||
| Venetia Whatley | Board Member | — | ||
| Linda Merriam | Board Member | — | ||
| Cala Henderson | Board Member | — | ||
| Jennifer Bivens | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Wade | Board Member | 14.0% of Rev | ||
| Katherine Chilcote | Board Member | — | ||
| Jennifer Bivens | Board Member | — | ||
| Margie Colon | Board Member | — | ||
| Venetia Whatley | Board Member | — | ||
| Lisa Boyko | Board Member | — | ||
| Linda Merriam | Board Member | — | ||
| Joan Angle | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Wade | Board Member | 13.9% of Rev | ||
| Jennifer Bivens | Board Member | — | ||
| Katherine Chilcote | Board Member | — | ||
| Venetia Whatley | Board Member | — | ||
| Joan Angle | Board Member | — | ||
| Linda Merriam | Board Member | — | ||
| Matt Anderson | Board Member | — | ||
| Lisa Boyko | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Wade | Board Member | 13.5% of Rev | ||
| Jennifer Bivens | Board Member | — | ||
| Matt Anderson | Board Member | — | ||
| Lisa Boyko | Board Member | — | ||
| Kelly M Brown | Board Member | — | ||
| Linda Merriam | Board Member | — | ||
| Joan Angle | Board Member | — | ||
| Suzanne Wilkins | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 212 other orgs in OH with NTEE prefix A6.
Most-divergent component: financial score sits 41 points below the peer median (0 vs. 41).
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 15.2% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.