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
40
Score
Governance
55
Score
Financial
15
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 | 7.8% | 40 | Financially Distressed | Recovery | |
| 2022 | — | — | 7.1% | 36 | Financially Distressed | Recovery | |
| 2021 | — | — | 12.2% | 29 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 7.7% | 30 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 30.4% | 22 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 18.7% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 19.4% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Beth Stradinger | Board Member | — | ||
| Baird Stewart | Board Member | — | ||
| Emma Ruth Brittain | Board Member | — | ||
| Christine Maccallum | Secretary | — | ||
| Scott Sensenig | Board Member | — | ||
| Marty Slapnik | Board Member | — | ||
| Rick Spradlin | Board Member | — | ||
| Raymond Heider | Board Member | — | ||
| Jane Williams | Board Member | — | ||
| Rick Stall | Board Member | — | ||
| Kimberly Smith | Treasurer | — | ||
| Shannon Farro | Executive Director | — | ||
| Vinny Oliva | Board President | — | ||
| Alan Carter | Vice President | — | ||
| Leslie Morse Porter | Vice President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Shannon Farro | Executive Director | 7.8% of Rev | ||
| Alan Carter | Vice President | — | ||
| Scott Sensenig | Board Member | — | ||
| Monica Barrington | Board Member | — | ||
| Christine Maccallum | Board Member | — | ||
| James Hills | Board Member | — | ||
| Emma Ruth Brittain | Board Member | — | ||
| Leslie Morse | Board Member | — | ||
| Stan Podkulski | Board Member | — | ||
| April Henderson | Board Member | — | ||
| Woody Ford | Board Member | — | ||
| Nick Sherfesee | Board Member | — | ||
| Kimberly Smith | Treasurer | — | ||
| Baird Stewart | Vice President | — | ||
| John Hobson | Secretary | — | ||
| Beth Stradinger | Board Member | — | ||
| Vinny Oliva | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Shannon Farro | Executive Director | 6.2% of Rev | ||
| Jane Williams | Board President | — | ||
| Vinny Oliva | Vice President | — | ||
| Samantha Slapnik | Vice President | — | ||
| Scott Sensenig | Board Member | — | ||
| Nick Sherfesee | Board Member | — | ||
| Cheryl Parker Hendley | Board Member | — | ||
| Woody Ford | Board Member | — | ||
| Baird Stewart | Board Member | — | ||
| Kathleen Smith | Board Member | — | ||
| April Henderson | Board Member | — | ||
| Jamie Hills | Board Member | — | ||
| Bryon Steros | Board Member | — | ||
| Rick Spradlin | Board Member | — | ||
| Raymond Heider | Board Member | — | ||
| Stan Podkulski | Board Member | — | ||
| Beth Stradinger | Secretary | — | ||
| Kimberly Smith | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Shannon Farro | Executive Director | 5.0% of Rev | ||
| Woody Ford | Board Member | — | ||
| Baird Stewart | Board Member | — | ||
| Nick Sherfesee | Board Member | — | ||
| Raymond Heider | Board Member | — | ||
| Scott Sensenig | Board Member | — | ||
| Kathleen Smith | Board Member | — | ||
| Cheryl Parker Hendley | Board Member | — | ||
| April Henderson | Board Member | — | ||
| Stan Podkulski | Board Member | — | ||
| Jamie Hills | Board Member | — | ||
| Rick Spradlin | Board Member | — | ||
| Kimberly Smith | Treasurer | — | ||
| Samantha Slapnik | Vice President | — | ||
| Jane Williams | Board President | — | ||
| Vinny Oliva | Vice President | — | ||
| Beth Stradinger | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ray Heider | Board President | — | ||
| Nick Sherfesee | Board President | — | ||
| Kimberly Smith | Treasurer | — | ||
| Donald Sloan | Secretary | — | ||
| Mary Aquino Cooper | Board Member | — | ||
| Jamie Hills | Board Member | — | ||
| April Henderson | Board Member | — | ||
| Stan Podkulski | Board Member | — | ||
| Beth Stradinger | Board Member | — | ||
| Rick Spradlin | Board Member | — | ||
| Cheryl Parker Hendley | Board Member | — | ||
| Jane Williams | Board President | — | ||
| Samantha Slapnik | Board Member | — | ||
| Marilynn Young | Board Member | — | ||
| Baird Stewart | 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
15 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
40 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 130 other orgs in SC with NTEE prefix A6.
Most-divergent component: program score sits 32 points above the peer median (60 vs. 28).
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 7.8% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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.