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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 14.7% | 35 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 19.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 24.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 25.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 36.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 19.3% | 37 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 48 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 14.4% | 48 | Fragile | Recovery | |
| 2013 | — | — | 50.1% | 46 | Governance-Stressed | Recovery | |
| 2012 | — | — | 33.5% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN W READER | GENERAL DIRE | 20.3% of Rev | ||
| IMAD NASSIF | Board Member | — | ||
| GARY OBORNY | Board Member | — | ||
| LIONEL D ALFORD JR PHD | Board Member | — | ||
| NOREEN M CARROCCI PHD | Board Member | — | ||
| MATTHEW SCHIPPERS | Secretary | — | ||
| ANNE SCHNEIDER | Board Member | — | ||
| LEWJEAN SCHNEIDER | Board Member | — | ||
| RICHARD SMITH | Board Member | — | ||
| HAZEL STABLER | Board Member | — | ||
| PETER SALMERON | CHAIRMAN | — | ||
| LILY K ASHCOM | Board Member | — | ||
| GRANT BAUSERMAN | Board Member | — | ||
| SAM CATANESE | Board Member | — | ||
| ANTOINE WAKIM DDS | Board Member | — | ||
| JOHN K GARVEY | Board Member | — | ||
| BOBBI HANSEN | Board Member | — | ||
| GARY D HARMS | Board Member | — | ||
| SCOTT HATCHETT | Board Member | — | ||
| JOHN BOYER IV | Treasurer | — | ||
| HERBERT N KLASKIN | Board Member | — | ||
| LISA KLASKIN | Board Member | — | ||
| BRANDON KNOWLES | Board Member | — | ||
| DENNIS ROSS MD | Board President | — | ||
| JOSEPH GALICHIA MD | Board Member | — | ||
| THOMAS L ASHCOM MD | Board Member | — | ||
| CHRIS MAJORS | Board Member | — | ||
| NASSIM NABBOUT | Board Member | — | ||
| TARZIA NABI | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 74 other orgs in KS with NTEE prefix A6.
Most-divergent component: financial score sits 36 points below the peer median (15 vs. 51).
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 14.7% 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.