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
39
Score
Governance
58
Score
Financial
10
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 | — | — | 0.1% | 39 | Financially Distressed | Recovery | |
| 2022 | — | — | 0.3% | 37 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 0.2% | 39 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 0.1% | 37 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 0.1% | 37 | Financially Distressed | Recovery | |
| 2014 | — | — | 0.1% | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 0.1% | 35 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET TROYTHROUGH AUG 2024 | Executive Director | 0.5% of Rev | ||
| MARC CADIEUX | Treasurer | 0.2% of Rev | ||
| GIL PERIBEGINNING AUG 2024 | Executive Director | 0.2% of Rev | ||
| MARK RAKOWSKI | Board President | 0.2% of Rev | ||
| LESLIE TECTOR | Secretary | 0.1% of Rev | ||
| JAMES SLAWSON MD | CHIEF MEDICAL OFFICER | 0.1% of Rev | ||
| MICHAEL BOEDER | Board President | 0.1% of Rev | ||
| KELLY HODGES MD | ASSOCIATE CHIEF MEDICAL OFFICER | 0.1% of Rev | ||
| JACQUELINE WHELAN | Vice President | 0.0% of Rev | ||
| MICHAEL PELYHES | Board Member | 0.0% of Rev | ||
| JULIE ANTHOLINE | DIR HEALTH PLAN OPERATIONS | 0.0% of Rev | ||
| MICHELLE METTNER | FORMER OFFICER | 0.0% of Rev | ||
| JAMES PURKO | Board President | — | ||
| MARY HANNES | Board Member | — | ||
| MARK HOGAN | Board Member | — | ||
| DANI MACHATA | Board Member | — | ||
| BEN MELSON | Board Member | — | ||
| THOMAS PRECIA | Board Member | — | ||
| MICHAEL SILVER | Board Member | — | ||
| CLARK SLIPHER | Board Member | — | ||
| RALPH WEBER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET TROY | Executive Director | 0.4% of Rev | ||
| MARC CADIEUX | Treasurer | 0.2% of Rev | ||
| MICHELLE METTNER END 123122 | Vice President | 0.1% of Rev | ||
| MARK RAKOWSKI | Board President | 0.1% of Rev | ||
| JAMES SLAWSON | CHIEF MEDICAL OFFICER CCHP | 0.1% of Rev | ||
| KELLY HODGES | ASSOCIATE CMO CCHO | 0.1% of Rev | ||
| ROBERT DUNCAN END 12822 | Board President | 0.1% of Rev | ||
| MICHAEL BOEDER | COO CCHP | 0.0% of Rev | ||
| LYNN MASKEL END 9222 | MEDICAL DIR | 0.0% of Rev | ||
| LYNN KRYFKE END 102922 | Executive Director | 0.0% of Rev | ||
| DANIELLE COTEREL | DIR COMMERCIAL PROD DEV SALES | 0.0% of Rev | ||
| JAMES PURKO | Board President | — | ||
| DAVID DRURY | Board Member | — | ||
| MARK HOGAN | Board Member | — | ||
| BEN MELSON | Board Member | — | ||
| THOMAS PRECIA | Board Member | — | ||
| MICHAEL SILVER | Board Member | — | ||
| CLARK SLIPHER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET TROY | Board President | 0.4% of Rev | ||
| ROBERT DUNCAN | Board President | 0.2% of Rev | ||
| MARC CADIEUX | Treasurer | 0.2% of Rev | ||
| MICHELLE METTNER | Secretary | 0.1% of Rev | ||
| MARK RAKOWSKI | Vice President | 0.1% of Rev | ||
| JAMES SLAWSON | CHIEF MEDICAL OFFICER CCHP | 0.1% of Rev | ||
| MICHAEL BOEDER | Executive Director | 0.0% of Rev | ||
| LYNN MASKEL | MEDICAL DIR CLINICAL SERVICES | 0.0% of Rev | ||
| LYNN KRYFKE | Executive Director | 0.0% of Rev | ||
| JULIE ANTHOLINE | DIR HEALTH PLAN OPERATIONS | 0.0% of Rev | ||
| JAMES PURKO | Board President | — | ||
| DAVID J DRURY | Board Member | — | ||
| MARK HOGAN | Board Member | — | ||
| BEN MELSON | Board Member | — | ||
| THOMAS PRECIA | Board Member | — | ||
| CLARK SLIPHER | Board Member | — | ||
| MICHAEL SILVER | 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
10 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
39 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in WI for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 0.1% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.