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 | — | 35 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 28 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CASEY CROPP | Board President | — | ||
| CYNTHIA EVERSOLE | Board President | — | ||
| LEILA HEIL | Board President | — | ||
| TIM LIBBY | Board Member | — | ||
| ALYSSA MILLER | Board Member | — | ||
| MARTINA MIRANDA | Board Member | — | ||
| KALINDA THEOBOLD | Board Member | — | ||
| WILLIAM KOHUT | Executive Director | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CASEY CROPP | Board President | — | ||
| CYNTHIA EVERSOLE | Board President | — | ||
| KEVIN BEABER | Board President | — | ||
| LEILA HEIL | Board President | — | ||
| TIM LIBBY | Board Member | — | ||
| ALYSSA MILLER | Board Member | — | ||
| MARTINA MIRANDA | Board Member | — | ||
| KALINDA THEOBOLD | Board Member | — | ||
| WILLIAM KOHUT | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN BEABER | Board President | — | ||
| CASEY CROPP | Board President | — | ||
| CYNTHIA EVERSOLE | Board President | — | ||
| SEAN FLANIGAN | Board Member | — | ||
| CATHY KELLER | Board Member | — | ||
| TIM LIBBY | Board Member | — | ||
| ALYSSA MILLER | Board Member | — | ||
| MARTINA MIRANDA | Board Member | — | ||
| TANNER OHARAH | Board Member | — | ||
| KALINDA THEOBOLD | Board Member | — | ||
| PETER TOEWS | Board Member | — | ||
| WILLIAM KOHUT | Executive Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN BEABER | Board President | — | ||
| SEAN FLANIGAN | Board Member | — | ||
| CATHY KELLER | Board Member | — | ||
| PETER TOEWS | Board Member | — | ||
| TANNER OHARAH | Board Member | — | ||
| CYNTHIA EVERSOLE | Board President | — | ||
| WILLIAM KOHUT | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN BEABER | Board President | — | ||
| ELIZABETH FORD | Board Member | — | ||
| CRAIG WESTWOOD | Board Member | — | ||
| TODD DICAMILLO | Board Member | — | ||
| MARK HUDSON | Board Member | — | ||
| CYNTHIA EVERSOLE | Board President | — | ||
| WILLIAM KOHUT | Executive Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 263 other orgs in US with NTEE prefix W7.
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%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- 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.