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 | — | — | 6.3% | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 4.5% | 39 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 7.2% | 38 | Financially Distressed | Recovery | |
| 2020 | — | — | 14.1% | 42 | Financially Distressed | Recovery | |
| 2019 | — | — | 8.2% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 12.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 9.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 7.3% | 48 | Fragile | Recovery | |
| 2015 | — | — | 5.8% | 44 | Fragile | Recovery | |
| 2014 | — | — | 8.9% | 36 | Financially Distressed | Recovery | |
| 2013 | — | — | 11.3% | 42 | Fragile | Recovery | |
| 2012 | — | — | 13.6% | 38 | Financially Distressed | Recovery | |
| 2011 | — | — | 16.2% | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GEORGE ANTHES | Board Member | — | ||
| SOPHIA CHEN | VICE PRESIDE | — | ||
| ANGELINA LU | Treasurer | — | ||
| GEORGIA LYMAN | Board Member | — | ||
| LANI MA | Board Member | — | ||
| ALEXANDRA MUSCHINSKI | Secretary | — | ||
| CYNTHIA PLATERO | Board President | — | ||
| VALENTINE TALLAND | Secretary | — | ||
| ELENA DAY | CO-MANAGING | — | ||
| ZANE DEFIANT | CO-MANAGING | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER STRUBLE | Executive Dir. | 4.1% of Rev | ||
| JIM VERZINO | Board Member | — | ||
| JOHN HATTON | Board Member | — | ||
| SANDRA HAYNES | Board Member | — | ||
| PATRICK NOYES | Board Member | — | ||
| ELIZABETH WOHL | Board President | — | ||
| SCOTT KALTENBAUGH | Board President | — | ||
| MAGGIE LUTHER | Treasurer | — | ||
| CYNTHIA PLATERO | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SERENITY SMITH FORCHION | Board Member | 2.9% of Rev | ||
| ELSIE SMITH | Board Member | 2.9% of Rev | ||
| ELIZABETH WOHL | Board President | — | ||
| MAGGIE LUTHER | Treasurer | — | ||
| SCOTT KALTENBAUGH | Board President | — | ||
| CYNTHIA PLATERO | Secretary | — | ||
| PATRICK NOYES | Board Member | — | ||
| VALENTINE TALLAND | Board Member | — | ||
| JIM VERZINO | Board Member | — | ||
| JOHN HATTON | Board Member | — | ||
| SANDRA HAYNES | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SERENITY SMITH FORCHION | Board Member | 2.8% of Rev | ||
| ELSIE SMITH | Board Member | 2.8% of Rev | ||
| JAMIE HODGSON | FRMR EXECUTIVE DIR | 2.3% of Rev | ||
| WENDY HARRISON | Executive Dir. | 0.9% of Rev | ||
| ELIZABETH WOHL | Board President | — | ||
| MAGGIE LUTHER | Board Member | — | ||
| Lisa Sullivan | Treasurer | — | ||
| MARTIN LANGEVELD | Secretary | — | ||
| DAVID DUNN | Board Member | — | ||
| GERALD STOCKMAN | Board President | — | ||
| JOHN HATTON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 35 other orgs in VT with NTEE prefix A6.
Most-divergent component: financial score sits 36 points below the peer median (5 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 6.3% 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.