Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
36
Score
Governance
55
Score
Financial
5
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 9.1% | 36 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 42 | Fragile | Recovery | |
| 2021 | — | — | 18.1% | 35 | Fragile | Recovery | |
| 2020 | — | — | 10.1% | 33 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 12.0% | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 11.4% | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 11.4% | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 13.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 5.6% | 32 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 12.2% | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 15.8% | 37 | Fragile | Stable Watch | |
| 2012 | — | — | 25.1% | 36 | Fragile | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNY BURDEN | EXECUTIVE DI | 9.7% of Rev | ||
| AUSTIN SACHS | Treasurer | — | ||
| RUBY HOSTETLER | VICE PRESIDE | — | ||
| PAUL RINER | PAST PRESIDE | — | ||
| BETH HARTER | Secretary | — | ||
| VALERIE SMITH | Board Member | — | ||
| INGRID DE SANCTIS | BOARD DIRECT | — | ||
| CAROL FLEMING | BOARD DIRECT | — | ||
| SUZANNE MCCAHILL PERRINE | BOARD DIRECT | — | ||
| MARY ROUSE | BOARD DIRECT | — | ||
| KATHERINE SCHWARTZ | BOARD DIRECT | — | ||
| ARNITA TALIAFERRO | BOARD DIRECT | — | ||
| DERIK TRISSEL | BOARD DIRECT | — | ||
| PUCK WADE | BOARD DIRECT | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNY BURDEN | EXECUTIVE DI | 9.1% of Rev | ||
| PAUL RINER | Board President | — | ||
| RUBY HOSTETLER | VICE PRESIDE | — | ||
| BETH HARTER | Secretary | — | ||
| WESLEY RUSS | Treasurer | — | ||
| JENNIFER WHITMORE | BOARD DIRECT | — | ||
| BEN LAMBERT | BOARD DIRECT | — | ||
| CHRISTOPHER MICHAEL | BOARD DIRECT | — | ||
| MAUREEN PEARSON | BOARD DIRECT | — | ||
| MARY ROUSE | BOARD DIRECT | — | ||
| AUSTIN SACHS | BOARD DIRECT | — | ||
| KATHERINE SCHWARTZ | BOARD DIRECT | — | ||
| ARNITA TALIAFERRO | BOARD DIRECT | — | ||
| DERIK TRISSEL | BOARD DIRECT | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNY BURDEN | EXECUTIVE DI | 7.6% of Rev | ||
| LOUISE HOSTETTER | Board President | — | ||
| PAUL RINER | VICE PRESIDE | — | ||
| WESLEY RUSS | Treasurer | — | ||
| KAY ARTHUR | Secretary | — | ||
| TOM ARTHUR | BOARD DIRECT | — | ||
| JP GULLA | BOARD DIRECT | — | ||
| MARY ROUSE | BOARD DIRECT | — | ||
| KATHERINE SCHWARTZ | BOARD DIRECT | — | ||
| RUBY HOSTETLER | BOARD DIRECT | — | ||
| DERIK TRISSEL | BOARD DIRECT | — | ||
| DON TAYLOR | BOARD DIRECT | — | ||
| SUSAN COMFORT | BOARD DIRECT | — | ||
| ANN LEATHERWOOD | BOARD DIRECT | — | ||
| LETITIA BATES | BOARD DIRECT | — | ||
| JENNIFER WHITMORE | BOARD DIRECT | — | ||
| ANDREA CHAUVIN | BOARD DIRECT | — | ||
| BEN LAMBERT | BOARD DIRECT | — | ||
| CHRISTOPHER MICHAEL | BOARD DIRECT | — | ||
| PRENA SCHOLFIELD | BOARD DIRECT | — | ||
| WILLIAM SNYDER III | BOARD DIRECT | — | ||
| ELIZABETH WISLAR | BOARD DIRECT | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LOUISE HOSTETTER | Board President | — | ||
| PAUL RINER | VICE PRESIDE | — | ||
| WESLEY RUSS | Treasurer | — | ||
| STEPHAN HESS | Secretary | — | ||
| KAY ARTHUR | BOARD DIRECT | — | ||
| TOM ARTHUR | BOARD DIRECT | — | ||
| JOANNE GABBIN | BOARD DIRECT | — | ||
| ANGIE BARKER | BOARD DIRECT | — | ||
| JP GULLA | BOARD DIRECT | — | ||
| BETH HARTER | BOARD DIRECT | — | ||
| JOHN ROSE | BOARD DIRECT | — | ||
| MARY ROUSE | BOARD DIRECT | — | ||
| KATHERINE SCHWARTZ | BOARD DIRECT | — | ||
| JOSHUA STREETER | BOARD DIRECT | — | ||
| RUBY HOSTETLER | BOARD DIRECT | — | ||
| DERIK TRISSEL | BOARD DIRECT | — | ||
| DON TAYLOR | BOARD DIRECT | — | ||
| SUSAN COMFORT | BOARD DIRECT | — | ||
| JENNY BURDEN | EXECUTIVE DI | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNY BURDEN | EXECUTIVE DI | 7.3% of Rev | ||
| LOUISE HOSTETTER | Board President | — | ||
| PAUL RINER | VICE PRESIDE | — | ||
| JENNIFER WHITMORE | PAST PRESIDE | — | ||
| WESLEY RUSS | Treasurer | — | ||
| STEPHAN HESS | Secretary | — | ||
| KAY ARTHUR | BOARD DIRECT | — | ||
| TOM ARTHUR | BOARD DIRECT | — | ||
| JOANNE GABBIN | BOARD DIRECT | — | ||
| ANGIE BARKER | BOARD DIRECT | — | ||
| JP GULLA | BOARD DIRECT | — | ||
| BETH HARTER | BOARD DIRECT | — | ||
| JOHN ROSE | BOARD DIRECT | — | ||
| MARY ROUSE | BOARD DIRECT | — | ||
| WESLEY RUSS | BOARD DIRECT | — | ||
| KATHERINE SCHWARTZ | BOARD DIRECT | — | ||
| JOSHUA STREETER | BOARD DIRECT | — | ||
| RUBY HOSTETLER | BOARD DIRECT | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
36 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 242 other orgs in VA with NTEE prefix A6.
Most-divergent component: financial score sits 48 points below the peer median (5 vs. 53).
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 9.1% 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.