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
58
Score
Financial
0
Score
Program
45
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 | 1.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 1.3% | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 1.4% | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 14.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 5.3% | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | 9.0% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 51 | Fragile | Stable Watch | |
| 2015 | — | — | — | 51 | Fragile | Stable Watch | |
| 2014 | — | — | — | 51 | Fragile | Recovery | |
| 2013 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 51 | Fragile | Recovery | |
| 2011 | — | — | 14.4% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sam Yoder | Executive Director | — | ||
| Lachelle Yoder | Board Member | — | ||
| Debbie Eisele | Board President | — | ||
| Jennifer Puffenbarger | Board President | — | ||
| Nick Spyros | Corporate Attorney | — | ||
| Scott Gookin | Board Member | — | ||
| Gina Clatterbuck | Board President | — | ||
| Lori Roddy | Treasurer | — | ||
| Melissa Pieja | Board Member | — | ||
| Rick Davis | Advisory Board | — | ||
| Bill Reeder | Advisory Board | — | ||
| Honorable Jill Vogal | Advisory Board | — | ||
| Jerry Hull | Board Member | — | ||
| Tabatha Mitchell | Board Member | — | ||
| Liba Spyros | Board Member | — | ||
| Amy Thorpe | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sam Yoder | Executive Director | 1.7% of Rev | ||
| Melissa Pieja | Board Member | 1.4% of Rev | ||
| Lachelle Yoder | Board Member | — | ||
| Debbie Eisele | Board President | — | ||
| Jennifer Puffenbarger | Board President | — | ||
| Nick Spyros | Corporate Attorney | — | ||
| Scott Gookin | Board Member | — | ||
| Kim Bridges | Secretary | — | ||
| Gina Clatterbuck | Board President | — | ||
| Lori Roddy | Treasurer | — | ||
| Rick Davis | Advisory Board | — | ||
| Bill Reeder | Advisory Board | — | ||
| Honorable Jill Vogal | Advisory Board | — | ||
| Jerry Hull | Board Member | — | ||
| Tabatha Mitchell | Board Member | — | ||
| Liba Spyros | Board Member | — | ||
| Amy Thorpe | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Bob Swift | Board Member | 6.6% of Rev | ||
| Sam Yoder | Executive Director | 2.8% of Rev | ||
| Melissa Pieja | Board Member | 0.8% of Rev | ||
| Lachelle Yoder | Board Member | — | ||
| Debbie Eisele | Board President | — | ||
| Jennifer Puffenbarger | Board President | — | ||
| Nick Spyros | Corporate Attorney | — | ||
| Scott Gookin | Board Member | — | ||
| Aimee O'Grady | Secretary | — | ||
| Gina Clatterbuck | Board President | — | ||
| Karen Lovitt | Treasurer | — | ||
| Rick Davis | Advisory Board | — | ||
| Bill Reeder | Advisory Board | — | ||
| Honorable Jill Vogal | Advisory Board | — | ||
| Dr Lawrence Finkel | Board Member | — | ||
| Jerry Hull | Board Member | — | ||
| Royce Kelly | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sam Yoder | Executive Director | — | ||
| Lachelle Yoder | Board Member | — | ||
| Debbie Eisele | Board President | — | ||
| Jennifer Puffenbarger | Board President | — | ||
| Nick Spyros | Corporate Attorney | — | ||
| Scott Gookin | Board Member | — | ||
| Aimee O'Grady | Secretary | — | ||
| Gina Clatterbuck | Board President | — | ||
| Karen Lovitt | Treasurer | — | ||
| Melissa Pieja | Board Member | — | ||
| Rick Davis | Advisory Board | — | ||
| Bill Reeder | Advisory Board | — | ||
| Honorable Jill Vogal | Advisory Board | — | ||
| Dr Lawrence Finkel | Board Member | — | ||
| Jerry Hull | Board Member | — | ||
| Royce Kelly | Board Member | — | ||
| Bob Swift | 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
58 / 100
weight 40%
Program scale
45 / 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 146 other orgs in VA with NTEE prefix A6.
Most-divergent component: financial score sits 36 points below the peer median (0 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
- Comp-to-revenue ratio of 1.1% 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.