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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 22.5% | 37 | Fragile | Gov Risk | |
| 2022 | — | — | — | 37 | Fragile | Recovery | |
| 2021 | — | — | 31.3% | 30 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 37.9% | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 23.7% | 27 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | — | 35 | Fragile | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 20.7% | 28 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 26.3% | 19 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 19.4% | 29 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 16.8% | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| IRVING DENNIS | Treasurer | — | ||
| HEATHER GARNER | Board President | — | ||
| JOHN GARNER | Treasurer | — | ||
| JONATHON HESS | Board Member | — | ||
| RICH MCMUNN | Board Member | — | ||
| ANN SPROULE | Vice President | — | ||
| LINDA BROWN | Secretary | — | ||
| JEFFREY RAMM | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEATHER GARNER | Board President | 14.5% of Rev | ||
| ANN SPROULE | Vice President | 8.0% of Rev | ||
| LINDA BROWN | Board Member | — | ||
| IRVING DENNIS | Treasurer | — | ||
| JOHN GARNER | Treasurer | — | ||
| JONATHON HESS | Board Member | — | ||
| RICH MCMUNN | Board Member | — | ||
| JEFFREY RAMM | Secretary | — | ||
| MERLE BOWLING | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEATHER GARNER | Board President | 10.3% of Rev | ||
| ANN SPROULE | Vice President | 6.2% of Rev | ||
| MERLE BOWLING | Board Member | — | ||
| LINDA BROWN | Board Member | — | ||
| IRVING DENNIS | Treasurer | — | ||
| JOHN GARNER | Board Member | — | ||
| JONATHON HESS | Board Member | — | ||
| RICH MCMUNN | Board Member | — | ||
| JEFFREY RAMM | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEATHER GARNER | Board President | 8.6% of Rev | ||
| ANN SPROULE | Vice President | 4.6% of Rev | ||
| RON CADIEUX | VICE PRESIDE | — | ||
| IRVING DENNIS | Board Member | — | ||
| JOHN GARNER | Treasurer | — | ||
| RICH MCMUNN | Board Member | — | ||
| SANDY MENDOZA | Board Member | — | ||
| JEFFREY RAMM | Secretary | — | ||
| JENNIFER SPALDING | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEATHER GARNER | Board President | 7.5% of Rev | ||
| ANN BENNINGTON SPROULE | Vice President | 4.0% of Rev | ||
| RON CADIEUX | VICE PRESIDE | — | ||
| JOANNE FREISS | Board Member | — | ||
| JOHN GARNER | Treasurer | — | ||
| SANDY MENDOZA | Board Member | — | ||
| JEFFREY RAMM | Secretary | — | ||
| JENNIFER SPALDING | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 212 other orgs in OH with NTEE prefix A6.
Most-divergent component: program score sits 30 points above the peer median (60 vs. 30).
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 22.5% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.