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 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2022 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 46 | Fragile | Recovery | |
| 2020 | — | — | — | 41 | Fragile | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 48 | Fragile | Recovery | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JARIN HART | Executive Director | 4.8% of Rev | ||
| MICHAEL HOLLIDAY | Treasurer | 3.1% of Rev | ||
| DR KEVIN LAING | Board President | — | ||
| GARY TAYLOR | Board Member | — | ||
| EVA YARGER THROUGH MAY 2024 | Secretary | — | ||
| MARK BAGLEY | Board Member | — | ||
| BILL CLIFTON | Board Member | — | ||
| DOUG GROOMS | Board President | — | ||
| TROY BOWERSOCK | Treasurer | — | ||
| AMANDA SHARMA | Board Member | — | ||
| MARY POPE | Board Member | — | ||
| JENNIFER SLUSHER | Secretary | — | ||
| CINDY HURLESS | Board Member | — | ||
| GARY CLAY STARTING JUNE 2024 | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAFI STOBER | Executive Director | 4.7% of Rev | ||
| DR KEVIN LAING | Board President | — | ||
| GARY TAYLOR | Board President | — | ||
| DJ MUSE | Treasurer | — | ||
| EVA YARGER | Secretary | — | ||
| MARK BAGLEY | Board Member | — | ||
| GREG BLACKMORE | Board Member | — | ||
| BILL CLIFTON | Board Member | — | ||
| TINA DECKER | Board Member | — | ||
| MARY ANN FALK | Board Member | — | ||
| DOUG GROOMS | Board Member | — | ||
| CINDY HURLESS | Board Member | — | ||
| BILL MONTGOMERY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAFI STOBER | Board President | 3.5% of Rev | ||
| MARK BAGLEY | Board Member | — | ||
| TINA DECKER | Board Member | — | ||
| RACHEL DICKMAN | Board Member | — | ||
| MARY ANN FALK | Board Member | — | ||
| CINDY HURLESS | Board Member | — | ||
| JEREMY LAUKHUF | Board Member | — | ||
| BILL MONTGOMERY | Board Member | — | ||
| DJ MUSE | Treasurer | — | ||
| DAVID ROACH | VICE CHAIRMA | — | ||
| GARY TAYLOR | CHAIRMAN | — | ||
| EVA YARGER | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 20 other orgs in OH with NTEE prefix A1.
Most-divergent component: financial score sits 36 points below the peer median (10 vs. 46).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.