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 | Hidden | Hidden | 1.0% | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 51 | Fragile | Recovery | |
| 2020 | — | — | 8.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 6.6% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | 10.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 9.5% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 9.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 8.5% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 23.1% | 30 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 28.5% | 31 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 30.1% | 38 | Governance-Stressed | Recovery | |
| 2011 | — | — | 12.9% | 39 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| APRIL HARTSOOK CORBETT | Executive Dir. | 1.0% of Rev | ||
| PEG MCGUIRE | Board President | — | ||
| AMBER LOWERY | Secretary | — | ||
| JAMAL JACKSON | Board Member | — | ||
| SARA ADDINGTON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WADE DUNFORD | Board President | — | ||
| JON CORNETT MCKEE | Vice President | — | ||
| AMBER LOWERY | Secretary | — | ||
| AMY ANGUIANO | Board Member | — | ||
| CAROLINE LAROCCA HAMOND | Board Member | — | ||
| CHERYL LYNCH | Board Member | — | ||
| WHITNEY JOHNSON | Board Member | — | ||
| J THOMAS BASS | Board Member | — | ||
| BRUCE SWANSON | Treasurer | — | ||
| LUKE YOUNG | Board Member | — | ||
| ANN MARIE THORELL | Board Member | — | ||
| BRET RODEN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WADE DUNFORD | Board President | — | ||
| JON CORNETT MCKEE | Treasurer | — | ||
| AMBER LOWERY | Secretary | — | ||
| AMY ANGUIANO | Board Member | — | ||
| CAROLINE LAROCCA HAMOND | Board Member | — | ||
| CHERYL LYNCH | Board Member | — | ||
| WHITNEY JOHNSON | Board Member | — | ||
| J THOMAS BASS | Board Member | — | ||
| BRUCE SWANSON | Board Member | — | ||
| LUKE YOUNG | Board Member | — | ||
| ANN MARIE THORELL | Board Member | — | ||
| BRET RODEN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WADE DUNFORD | Board President | — | ||
| LUKE YOUNG | Board President | — | ||
| AMBER LOWREY | Secretary | — | ||
| JON CORNETT-MCKEE | Treasurer | — | ||
| BRETT RODEN | Board Member | — |
Score breakdown
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 1.0% 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.