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 | 21.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 18.8% | 33 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 22.7% | 33 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 24.4% | 37 | Fragile | Recovery | |
| 2019 | — | — | 21.3% | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 23.0% | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 23.3% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 49 | Fragile | Recovery | |
| 2015 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 51 | Fragile | Stable Watch | |
| 2013 | — | — | — | 51 | Fragile | Stable Watch | |
| 2012 | — | — | — | 51 | Fragile | Stable Watch | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDRA MEYTHALER | EXECUTIVE DI | 22.2% of Rev | ||
| MICHELLE BRANDT | Board Member | — | ||
| MAURO CASTRO | Treasurer | — | ||
| BRETT JONES | Board President | — | ||
| NATALIE KLAWONN | Secretary | — | ||
| DEVON MUNRO | Board Member | — | ||
| VISHAL PATEL | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDRA MEYTHALER | EXECUTIVE DI | 20.4% of Rev | ||
| MICHELLE BRANDT | Board Member | — | ||
| MAURO CASTRO | Treasurer | — | ||
| KRISTIN DUNKER | Board Member | — | ||
| QUINN GRAEFF | Board Member | — | ||
| BRETT JONES | Board President | — | ||
| NATALIE KLAWONN | Board Member | — | ||
| VISHAL PATEL | Board Member | — | ||
| SARAH WELLS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDRA MEYTHALER | EXECUTIVE DI | 17.5% of Rev | ||
| MICHAEL BRANDT | Board Member | — | ||
| MAURO CASTRO | Treasurer | — | ||
| KRISTIN DUNKER | Board Member | — | ||
| QUINN GRAEFF | Board Member | — | ||
| BRETT JONES | Board President | — | ||
| PATRICIA PARERA | Board Member | — | ||
| SARAH WELLS | 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 31 points below the peer median (5 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 21.6% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.