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 | 7.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 5.6% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 16.8% | 27 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 13.0% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 10.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 11.3% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 12.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 12.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 11.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 12.1% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 11.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 12.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 11.6% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TALYA CONROY | Executive Director | 7.0% of Rev | ||
| WILKIE SMITH LEITH | EX OFFICIO | — | ||
| SANDRA SURABIAN | Board Member | — | ||
| JAMES CARR | Board President | — | ||
| BRETT CALLAHAN | Board President | — | ||
| KAYTERA CAISON | Treasurer | — | ||
| JAN ALTEN | Secretary | — | ||
| KELLI AREKLETT | Board Member | — | ||
| CATHERINE CROFT | Board Member | — | ||
| GINA DABNEY | Board Member | — | ||
| CHUCK LEOPOLD | Board Member | — | ||
| PAM LEA | Board Member | — | ||
| LAURA MILLS | Board Member | — | ||
| SUHAIL MIR | Board Member | — | ||
| RIC SEGOVIA | Board Member | — | ||
| SARAH WEAVER | Board Member | — | ||
| CAROL MERCHANT KIRBY | EX OFFICIO | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BEVERLY HESS | EXECUTIVE DI | 5.6% of Rev | ||
| JAN ALTEN | Secretary | — | ||
| ROBERT ANDERSON | Board Member | — | ||
| KAYTERA CAISON | Board Member | — | ||
| BRETT CALLAHAN | Board President | — | ||
| CAPTAIN JAMES CARR | Board President | — | ||
| CATHERINE CROFT | Board Member | — | ||
| GINA DABNEY | Board Member | — | ||
| CAROL HARTT | Board Member | — | ||
| EVETTE HYDER-DAVIS | Board Member | — | ||
| CHUCK LEOPOLD | Board Member | — | ||
| LAURA MILLS | Board Member | — | ||
| SUHAIL MIR | Board Member | — | ||
| BRUCE MOORE | Board Member | — | ||
| KEITH SEGERSON | Board Member | — | ||
| HELEN TAYLOR | Board Member | — | ||
| WILLIAM WHITE | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BEVERLY HESS | EXECUTIVE DI | 5.5% of Rev | ||
| JAN ALTEN | Secretary | — | ||
| ROBERT ANDERSON | Board Member | — | ||
| KAYTERA CAISON | Board Member | — | ||
| BRETT CALLAHAN | Board President | — | ||
| CAPTAIN JAMES CARR | Board President | — | ||
| CATHERINE CROFT | Board Member | — | ||
| GINA DABNEY | Board Member | — | ||
| CAROL HARTT | Board Member | — | ||
| EVETTE HYDER-DAVIS | Board Member | — | ||
| CHUCK LEOPOLD | Board Member | — | ||
| SUHAIL MIR | Board Member | — | ||
| BRUCE MOORE | Board Member | — | ||
| KEITH SEGERSON | Board Member | — | ||
| HELEN TAYLOR | Board Member | — | ||
| WILLIAM WHITE | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 28 other orgs in VA with NTEE prefix A2.
Most-divergent component: financial score sits 35 points below the peer median (0 vs. 35).
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 7.0% 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:
- 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.