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
35
Score
Governance
45
Score
Financial
25
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
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 | — | — | 23.6% | 35 | Fragile | Gov Risk | |
| 2022 | — | — | 23.4% | 35 | Fragile | Gov Risk | |
| 2021 | — | — | 24.5% | 35 | Fragile | Recovery | |
| 2020 | — | — | 24.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 21.9% | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 16.4% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 19.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 17.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 19.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 15.2% | 37 | Fragile | Recovery | |
| 2013 | — | — | 16.8% | 33 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 18.8% | 33 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 20.1% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kathleen Jackson | Executive Director | 23.7% of Rev | ||
| Arenne Flanders | Board Member | — | ||
| Mary Kirtz-Van Nortwick | Board Member | — | ||
| Audrey Kolb | Board Member | — | ||
| Thomas Van Nortwick | Board Member | — | ||
| Lorna Kretchmar | Board Member | — | ||
| Helene Aarons | Board Member | — | ||
| Carla Locke | Board President | — | ||
| Deborah Campana | Secretary | — | ||
| Maegen Hurtado | Board President | — | ||
| George Wright | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kathleen Jackson | Executive Director | 23.6% of Rev | ||
| Arenne Flanders | Board Member | — | ||
| Mary Kirtz-Van Nortwick | Board Member | — | ||
| Audrey Kolb | Board Member | — | ||
| Carla Locke | Board Member | — | ||
| Thomas Van Nortwick | Board Member | — | ||
| Lorna Kretchmar | Board Member | — | ||
| Helene Aarons | Board Member | — | ||
| Deborah Campana | Secretary | — | ||
| Maegen Hurtado | Board President | — | ||
| Coletta Tierney | Board President | — | ||
| George Wright | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kathleen Jackson | Executive Director | 23.0% of Rev | ||
| Kathleen Jackson | Executive Director | 23.0% of Rev | ||
| Deborah Campana | Board Member | — | ||
| Arenne Flanders | Board Member | — | ||
| Mary Kirtz-Van Nortwick | Board Member | — | ||
| Audrey Kolb | Board Member | — | ||
| Carla Locke | Board Member | — | ||
| Joyce Parker | Board Member | — | ||
| Rosalyn Shepherd | Board Member | — | ||
| Thomas Van Nortwick | Board Member | — | ||
| Corey Wengerd | Board Member | — | ||
| Maegen Hurtado | Board President | — | ||
| Lorna Kretchmar | Secretary | — | ||
| Coletta Tierney | Board President | — | ||
| Christopher Schneider | Treasurer | — | ||
| Deborah Campana | Board Member | — | ||
| Arenne Flanders | Board Member | — | ||
| Maegen Hurtado | Board President | — | ||
| Mary Kirtz-Van Nortwick | Board Member | — | ||
| Audrey Kolb | Board Member | — | ||
| Thomas Konkoly | Board Member | — | ||
| Lorna Kretchmar | Secretary | — | ||
| Carla Locke | Board Member | — | ||
| Joyce Parker | Board Member | — | ||
| Rosalyn Shepherd | Board Member | — | ||
| Coletta Tierney | Board President | — | ||
| Thomas Van Nortwick | Board Member | — | ||
| Corey Wengerd | Board Member | — | ||
| Christopher Schneider | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alison Martanovic | Treasurer | — | ||
| Danielle Locke | Board President | — | ||
| cOLLETTE tIERNEY | Board President | — | ||
| Maegan Hurtado | Board Member | — | ||
| Ron Cocco | Secretary | — | ||
| Lorna Kretchmar | Board Member | — | ||
| Mary Kirtz-Van Nortwick | Board Member | — | ||
| Tom Konkoly | Board Member | — | ||
| Tom Van Nortwick | Board Member | — | ||
| Joyce Parker | Board Member | — | ||
| Corey Wengard | Board Member | — | ||
| Kathleen Jackson | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN JACKSON | Executive Director | 21.2% of Rev | ||
| RON COCCO | Secretary | — | ||
| REUBEN NODAL | Board President | — | ||
| LORNA KRETCHMAR | Board Member | — | ||
| DANIELLE LOCKE | Board President | — | ||
| ALISON MARTANOVIC | Treasurer | — | ||
| MARY CARMOSINO | Board Member | — | ||
| ROBERT TAYLOR | Board Member | — | ||
| MAEGEN HURTADO | Board Member | — | ||
| MARY BEHM | Board Member | — | ||
| COLETTA TIERNEY | Board Member | — | ||
| JR WHITE | Board Member | — | ||
| REID WOOD | Board Member | — | ||
| JEAN WEIGL | 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
25 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
35 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 330 other orgs in OH with NTEE prefix A6.
Most-divergent component: financial score sits 30 points below the peer median (25 vs. 55).
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 23.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.