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 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2023 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 39 | Fragile | Recovery | |
| 2018 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2017 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 1.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 1.7% | 30 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 22.2% | 23 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 26.5% | 18 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALAN BARCON | Board Member | — | ||
| LINDSEY CREED | Board Member | — | ||
| CARLA CUGINI | Board Member | — | ||
| LINDSAY DUNPHY | Board Member | — | ||
| LAUREN FULLER | Board Member | — | ||
| ROBERT HEID | EXECUTIVE DI | — | ||
| ALLISON HUTCHINS | Board Member | — | ||
| ROBERT SABREE | GENERAL MANA | — | ||
| JOEY SCHRAMM | Board Member | — | ||
| JAE SNOW | Board Member | — | ||
| ARPIL STANFIELD | Board Member | — | ||
| JENN BRYSON | Vice President | — | ||
| VINCE MARCHETTA | Board President | — | ||
| LORI RICHMOND | Treasurer | — | ||
| JEN WOHLWEND | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT SABREE | GENERAL MANA | — | ||
| JOEY SCHRAMM | Board Member | — | ||
| JAE SNOW | Board Member | — | ||
| ARPIL STANFIELD | Board Member | — | ||
| JEN WOHLWEND | Board Member | — | ||
| HENRY ZUCHEGNO | Board Member | — | ||
| ALAN BARCON | Board Member | — | ||
| CARLA CUGINI | Board Member | — | ||
| ROBERT HEID | EXECUTIVE DI | — | ||
| ALLISON HUTCHINS | Board Member | — | ||
| JENNIFER JAROSZ | Treasurer | — | ||
| ANGLIQUE KLINE | Board Member | — | ||
| KRISTINA KOCHIS | Secretary | — | ||
| HEIDI MALTOMPI | Board Member | — | ||
| VINCE MARCHETTA | Board President | — | ||
| JEANNINE MARKS | Board Member | — | ||
| CHRIS MOORHEAD | Board Member | — | ||
| WENDY MORALES | VICE PRESIDE | — | ||
| MELISSA NILSEN | Board Member | — | ||
| ROBERT SABREE | Board Member | — | ||
| JOEY SCHRAM | Board Member | — | ||
| ARPIL STANFIELD | Board Member | — | ||
| JEN WOHLWEND | Board Member | — | ||
| HENRY ZUCHEGNO | BOARD MEMEBE | — | ||
| ALAN BARCON | Board Member | — | ||
| CARLA CUGINI | Board Member | — | ||
| LAUREN FULLER | Board Member | — | ||
| ROBERT HEID | EXECUTIVE DI | — | ||
| ALLISON HUTCHINS | Board Member | — | ||
| KRISTINA KOCHIS | Secretary | — | ||
| VINCE MARCHETTA | Board President | — | ||
| WENDY MORALES | Board Member | — | ||
| LORI RICHMOND | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 213 other orgs in OH with NTEE prefix A6.
Most-divergent component: financial score sits 16 points below the peer median (25 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.
Overall score has gone from 39 → 39 over 5 years (stable by 0 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.