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
36
Score
Governance
50
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 | Hidden | Hidden | — | 36 | Financially Distressed | Stable Watch | |
| 2022 | — | — | — | 39 | Financially Distressed | Stable Watch | |
| 2021 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CYNTHA BATES | Board Member | — | ||
| PAUL CLAYTON JR | Board Member | — | ||
| CAROLYN DEVOE | Board Member | — | ||
| JOSEFINA DEWAN | Board Member | — | ||
| SCOTT GILCHRIST | Board Member | — | ||
| PAUL HELFT MD | Board Member | — | ||
| DAVID HERZOG | Board Member | — | ||
| MICHAEL HUBER | Board Member | — | ||
| CHRIS HUTSON | Board Member | — | ||
| DAVID INGRAM MD | Board Member | — | ||
| ROSEMARY JAMES | Board Member | — | ||
| CLARK JOHNSON | Board Member | — | ||
| ANGEL MADISON LCSW | Board Member | — | ||
| KATHERINE NAGY | Board Member | — | ||
| HOPE OAKS | Board Member | — | ||
| WINFIELD ONG | Board Member | — | ||
| PAVEL POLANCO-SAFADIT | Board Member | — | ||
| JOHN SCOFIELD | Board Member | — | ||
| MARK SHELDON | Board Member | — | ||
| ADRIENNE SIMS | Board Member | — | ||
| MARC SCISCOE | Board President | — | ||
| DAVID WESTENBERGER | Board President | — | ||
| BRIAN WEIR-HARDEN | Secretary | — | ||
| JASON HOUDEK | Treasurer | — | ||
| STAN HILLIS | Board Member | — | ||
| CHRIS SCANLON | Board Member | — | ||
| JUDITH THOMAS | Board Member | — | ||
| MINJU CHOI WITTE DMA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CYNTHIA BATES | Board Member | — | ||
| LYNN DEVOE | Board Member | — | ||
| SCOTT GILCHRIST | Board Member | — | ||
| DAVID HERZOG | Board Member | — | ||
| STAN HILLIS | Board Member | — | ||
| MICHAEL HUBER | Board Member | — | ||
| CHRIS HUTSON | Board Member | — | ||
| ROSEMARY JAMES | Board Member | — | ||
| CLARK JOHNSON | Board Member | — | ||
| PAUL CLAYTON JR | Board Member | — | ||
| ANGELA MADISON | Board Member | — | ||
| PAUL HELFT MD | Board Member | — | ||
| HOPE OAKS | Board Member | — | ||
| PAVEL PALANCO-SAFADIT | Board Member | — | ||
| MARK SHELDON | Board Member | — | ||
| JUDITH THOMAS | Board Member | — | ||
| BRIAN WEIR-HARDEN | Board Member | — | ||
| JASON HOUDEK | Secretary | — | ||
| CHRIS SCANLON | PAST PRESIDE | — | ||
| MARC SCISCOE | Board President | — | ||
| JOHN SCOFIELD | VICE PRESIDE | — | ||
| DAVID WESTENBERGER | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CYNTHIA BATES | Board Member | — | ||
| LYNN DEVOE | Board Member | — | ||
| SCOTT GILCHRIST | Board Member | — | ||
| DAVID HERZOG | Board Member | — | ||
| STAN HILLIS | Board Member | — | ||
| MICHAEL HUBER | Board Member | — | ||
| CHRIS HUTSON | Board Member | — | ||
| ROSEMARY JAMES | Board Member | — | ||
| PAUL CLAYTON JR | Board Member | — | ||
| PAUL HELFT MD | Board Member | — | ||
| PAVEL PALANCO-SAFADIT | Board Member | — | ||
| JOHN SCOFIELD | Board Member | — | ||
| MARK SHELDON | Board Member | — | ||
| JUDITH THOMAS | Board Member | — | ||
| BRIAN WEIR-HARDEN | Board Member | — | ||
| JASON HOUDEK | Secretary | — | ||
| CHRIS SCANLON | Board President | — | ||
| MARC SCISCOE | VICE PRESIDE | — | ||
| DAVID WESTENBERGER | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID ALLEE | Board Member | — | ||
| CYNTHIA BATES | Board Member | — | ||
| LYNN DEVOE | Board Member | — | ||
| ROB DIXON | Board Member | — | ||
| LIN FRAUENHOFF | Board Member | — | ||
| STAN HILLIS | Board Member | — | ||
| MICHAEL HUBER | Board Member | — | ||
| CHRIS HUTSON | Board Member | — | ||
| PAUL CLAYTON JR | Board Member | — | ||
| PAVEL PALANCO-SAFADIT | Board Member | — | ||
| MARC SCISCOE | Board Member | — | ||
| JOHN SCOFIELD | Board Member | — | ||
| MARK SHELDON | Board Member | — | ||
| DAVID HERZOG | VICE PRESIDE | — | ||
| JASON HOUDEK | Secretary | — | ||
| CHRIS SCANLON | Board President | — | ||
| DAVID WESTENBERGER | Treasurer | — |
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
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
36 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 181 other orgs in IN with NTEE prefix A6.
Most-divergent component: financial score sits 44 points below the peer median (10 vs. 54).
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
- 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.