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 | — | 45 | Fragile | Recovery | |
| 2022 | — | — | — | 42 | Fragile | Recovery | |
| 2021 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TANYA BRIDGES | VICE PRESIDE | — | ||
| KRISTINE CONWAY | Board Member | — | ||
| EMILY EDMISTON | VOL COORDINA | — | ||
| MARSHA RICHART | Board Member | — | ||
| CHARLIE SAUER | Board Member | — | ||
| CALLIE CALL | Secretary | — | ||
| NANCY CRIBB | Board President | — | ||
| NORA FITZGERALD | Board Member | — | ||
| JOSEPH MIZZONI | Treasurer | — | ||
| TANYA BRIDGES | Board Member | — | ||
| KELSEY CAPRIO | Board Member | — | ||
| KRISTINE CONWAY | Board Member | — | ||
| EMILY EDMISTON | VOL COORDINA | — | ||
| CHARLIE SAUER | Board Member | — | ||
| CALLIE CALL | Secretary | — | ||
| NANCY CRIBB | Board President | — | ||
| JOSEPH MIZZONI | Treasurer | — | ||
| MARSHA RICHART | VICE PRESIDE | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NANCY CRIBB | Board Member | — | ||
| EMILY EDMISTON | VOL COORDINA | — | ||
| NORA FITZGERALD | Board Member | — | ||
| PHILEMON JOHNSON | Board Member | — | ||
| KAREN POOLE | Board Member | — | ||
| MARSHA RICHART | Board Member | — | ||
| TANYA BRIDGES | VICE PRESIDE | — | ||
| ANGELIQUE BLACK | Board President | — | ||
| CALLIE CALL | Secretary | — | ||
| JOSEPH MIZZONI | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANGELIQUE BLACK | Board Member | — | ||
| BRIAN COOK | Board Member | — | ||
| NANCY CRIBB | Board Member | — | ||
| EMILY EDMISTON | VOLUNTEER CO | — | ||
| MEG ROSS | COSTUMES | — | ||
| TANYA BRIDGES | VICE PRESIDE | — | ||
| CALLIE CALL | Secretary | — | ||
| NORA FITZGERALD | Board President | — | ||
| NORA FITZGERALD | Board President | — | ||
| PHILEMON JOHNSON | Board Member | — | ||
| JOSEPH MIZZONI | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TANYA BRIDGES | VOLUNTEERS | — | ||
| BRIAN COOK | Board Member | — | ||
| BRYAN EDMUNDS | AT LARGE | — | ||
| NORA FITZGERALD | Board Member | — | ||
| JOSEPH MIZZONI | Treasurer | — | ||
| MEG ROSS | COSTUMES | — | ||
| HAVILAH VANGRALL | Board Member | — | ||
| CALLIE CALL | Secretary | — | ||
| PHILEMON JOHNSON | VICE PRESIDE | — | ||
| ANN MCGINNIS | Board Member | — | ||
| AMY NORMANN | Board President | — |
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: program score sits 31 points above the peer median (60 vs. 29).
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.
- Net assets declined for 5 consecutive years of deficit spending; cash runway narrowing.
- 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.