Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Developing
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
54
Score
Governance
58
Score
Financial
50
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 5.0% | 54 | Fragile | Recovery | |
| 2022 | — | — | 10.9% | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 17.5% | 39 | Fragile | Recovery | |
| 2020 | — | — | 10.5% | 38 | Financially Distressed | Recovery | |
| 2019 | — | — | 15.6% | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 14.3% | 38 | Fragile | Recovery | |
| 2017 | — | — | 6.0% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 28.4% | 24 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 26.8% | 24 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 28.4% | 23 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 27.2% | 23 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 23.6% | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 18.8% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| George Hanson | Executive Director | 5.1% of Rev | ||
| Nancy Davenport | Board President | — | ||
| Freeman Jelks | Treasurer | — | ||
| Jonathan Kolm | Secretary | — | ||
| Laurie MacNamara | Board President | — | ||
| George Bostick | Board Member | — | ||
| Suzanne Brock | Board Member | — | ||
| Miriam Browning | Board Member | — | ||
| Linda Bunce | Board Member | — | ||
| Nicholas Coward | Board Member | — | ||
| Patrick Delaney | Board Member | — | ||
| Carolyn Fuller | Board Member | — | ||
| Judy Grey | Board Member | — | ||
| Jon Hakken | Board Member | — | ||
| Barbara Hayes | Board Member | — | ||
| Peter Horst | Board Member | — | ||
| David Johnson | Board Member | — | ||
| Lee Klousia | Board Member | — | ||
| Martha Lloyd | Board Member | — | ||
| Harriett McCune | Board Member | — | ||
| Arthur Peabody Jr | Board Member | — | ||
| Frank Purcell | Board Member | — | ||
| Gant Redmon | Board Member | — | ||
| Carolann Sharp | Board Member | — | ||
| Chris Ullman | Board Member | — | ||
| George White | Board Member | — | ||
| Melynda Wilcox | Board Member | — | ||
| Margaret Wohler | Board Member | — | ||
| Susan Yonts-Shepard | SOLA | — | ||
| Kate Comfort | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| George Hanson | Executive Director | 4.2% of Rev | ||
| Melynda Wilcox | Board President | — | ||
| Nancy Davenport | Board President | — | ||
| Paul Kentes | Treasurer | — | ||
| Judy Grey | Secretary | — | ||
| George Bostick | Board Member | — | ||
| Suzanne Brock | Board Member | — | ||
| Miriam Browning | Board Member | — | ||
| Linda Bunce | Board Member | — | ||
| Carolyn Fuller | Board Member | — | ||
| Sally Guy Brown | Board Member | — | ||
| Jon Hakken | Board Member | — | ||
| Barbara Hayes | Board Member | — | ||
| Avril James | Board Member | — | ||
| David Johnson | Board Member | — | ||
| Lee Klousia | Board Member | — | ||
| Jonathan Kolm | Board Member | — | ||
| Martha Lloyd | Board Member | — | ||
| Harriett McCune | Board Member | — | ||
| Genevieve Moorhouse | Board Member | — | ||
| Arthur Peabody | Board Member | — | ||
| Frank Purcell | Board Member | — | ||
| Betty Quirk | Board Member | — | ||
| Anne Rector | Board Member | — | ||
| Phyllis Sintay | Board Member | — | ||
| Johan van Zyl | Board Member | — | ||
| Ed Walters | Board Member | — | ||
| Andrew Weller | Board Member | — | ||
| George White | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| George Hanson | Executive Director | 3.6% of Rev | ||
| Melynda Wilcox | Board President | — | ||
| Nancy Davenport | Board President | — | ||
| Susan Stalder | Board President | — | ||
| Paul Kentes | Treasurer | — | ||
| Sally Guy Brown | Secretary | — | ||
| Suzanne S Brock | Board Member | — | ||
| Miriam Browning | Board Member | — | ||
| Linda Bunce | Board Member | — | ||
| Ronal E Butler | Board Member | — | ||
| Judy Grey | Board Member | — | ||
| Avril James | Board Member | — | ||
| Carolyn Fuller | Board Member | — | ||
| Florence King | Board Member | — | ||
| Harriett McCune | Board Member | — | ||
| Arthur Peabody | Board Member | — | ||
| Betty Quirk | Board Member | — | ||
| H Arthur Sauer | Board Member | — | ||
| Anne Rector | Board Member | — | ||
| David Johnson | Board Member | — | ||
| Susan Yonts-Shepard | Board Member | — | ||
| George Bostick | Board Member | — | ||
| Lee Klousia | Board Member | — | ||
| James Dake Taft | Board Member | — | ||
| James V Page Jr | Board Member | — | ||
| Claire Schwab | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
54 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 243 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
- Comp-to-revenue ratio of 5.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.