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 | — | — | — | 42 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 42 | Financially Distressed | Recovery | |
| 2020 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 39 | Financially Distressed | Stable Watch | |
| 2017 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GAIL CORVETTE | Board President | — | ||
| LINDA HINES | Treasurer | — | ||
| KATHY PEASE | Secretary | — | ||
| ELLEN DAVIS | Vice President | — | ||
| KITTY REID | Vice President | — | ||
| KATE DOLAN | Vice President | — | ||
| BETH CONNOLLY | Vice President | — | ||
| MARTHA THOMSON | Vice President | — | ||
| CAROL CRONK | Board President | — | ||
| MARTY PENKHUS | Board President | — | ||
| JOYCE STIFEL | PARLIAMENTARIAN | — | ||
| CAROLINE THIBAULT | AUDIENCE DEVELOPMENT | — | ||
| DEBBIE GOULDING | BY-LAWS-COMMITTEE | — | ||
| JULIE FENIMORE | NOMINATING | — | ||
| CAROLINE CUMMINS GENDELMAN | SPONSORSHIP | — | ||
| BARBARA FITZGERALD | VOLUNTEERS | — | ||
| JACQUIE JACOVINO | CAR SPONSORSHIP | — | ||
| SANDRA ERICKSEN | DESIGNER SHOWHOUSE | — | ||
| ALLISON KARY | DYNAMICS | — | ||
| GAIL WAMBOLDT | MERCHANDISING | — | ||
| JILL RUPPEL | REVELS | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOYCE STIFEL | ADVOCACY | — | ||
| CAROLINE THIBAULT | AUDIENCE DEVELOPMENT | — | ||
| MARTHA THOMSON | BY-LAWS-COMMITTEE | — | ||
| BOB GEBHARDT | COMMUNICATIONS | — | ||
| KITTY REID | NEWSLETTER | — | ||
| FRANK VIQUEZ | SYSTEMS | — | ||
| CAROL CRONK | Board President | — | ||
| MARTY PENKHUS | Board President | — | ||
| NEVA GADSDEN | Treasurer | — | ||
| BARBARA FITZGERALD | Secretary | — | ||
| BETH CONNOLLY | Secretary | — | ||
| STUART HOTCHKISS | Vice President | — | ||
| JAIMIE FLACK | Vice President | — | ||
| GAIL CORVETTE | Vice President | — | ||
| SUSAN LEGGETT | Vice President | — | ||
| LYN MAGEE | Board President | — | ||
| ANDREA ROUSSEAUX | PARLIAMENTARIAN | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROL CRONK | Board President | — | ||
| MARTY PENKHUS | Board President | — | ||
| NEVA GADSDEN | Treasurer | — | ||
| BARBARA FITZGERALD | Secretary | — | ||
| BETH CONNOLLY | Secretary | — | ||
| STUART HOTCHKISS | Board Member | — | ||
| JAIMIE FLACK | Board Member | — | ||
| GAIL CORVETTE | Board Member | — | ||
| LYN MAGEE | Board President | — | ||
| ANDREA ROSE ROUSSEUAX | PARLIAMENTARIAN | — | ||
| SUSAN LEGGETT | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,804 other orgs in US with NTEE prefix T2.
Most-divergent component: governance score sits 0 points above the peer median (85 vs. 85).
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 0.0% 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.