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 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 7.6% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 19.1% | 23 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 39 | Fragile | Recovery | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 15.2% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 21.0% | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN BERBRICH | Board President | — | ||
| VIRGINIA BURNETT | Board Member | — | ||
| BROOKE COLLINS | Board Member | — | ||
| LISA DASHNAW | Secretary | — | ||
| ALAINA GOODRICH | Board Member | — | ||
| JIM MURRAY | Board Member | — | ||
| SHEILA NEAL | Board Member | — | ||
| SEANNA PETRICHOR | Treasurer | — | ||
| KERI WEHMEYER | Board Member | — | ||
| ERICA KELSO | EXECUTIVE DI | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET MCKENNA | EXECUTIVE DI | 4.2% of Rev | ||
| JOHN BERBRICH | Board Member | — | ||
| ROBERT DOCKER | Board Member | — | ||
| KAYLA FRENCH | Board President | — | ||
| KATHLEEN MAHONEY | Secretary | — | ||
| JIM MURRAY | VICE PRESIDE | — | ||
| KEVIN SMITH | Board Member | — | ||
| JOSH VINK | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET MCKENNA | EXECUTIVE DI | 3.2% of Rev | ||
| JOHN BERBRICH | Board Member | — | ||
| DAVID CROWELL | Board Member | — | ||
| ROBERT DOCKER | Board Member | — | ||
| KAYLA FRENCH | Board President | — | ||
| JR FRY | Board Member | — | ||
| KATHLEEN MAHONEY | Secretary | — | ||
| JIM MURRAY | VICE PRESIDE | — | ||
| MEGAN RIEDL | Board Member | — | ||
| ASHTIN SINGH | Treasurer | — |
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.