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
29
Score
Governance
45
Score
Financial
5
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 | Hidden | Hidden | 22.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | Hidden | Hidden | 16.4% | 37 | Fragile | Recovery | |
| 2020 | — | — | 19.1% | 33 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 26.3% | 26 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 16.5% | 27 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 16.9% | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 18.5% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 31.0% | 26 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 30.0% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 23.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 28.0% | 36 | Fragile | Recovery | |
| 2011 | — | — | 30.5% | 28 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHARA COCCHIOLA | Executive Dir. | 23.2% of Rev | ||
| JOE STORSIN JR | Board President | — | ||
| LOIS BONTRAGER | Board Member | — | ||
| BRIAN MOORE | Board President | — | ||
| BENJAMIN COMSTON | Board Member | — | ||
| DOUGLAS VARNER | Board Member | — | ||
| SUGANTHI VEERAPPAN | Board Member | — | ||
| DANIEL BERRIOS | Board Member | — | ||
| GARY MOSTELLER | Board Member | — | ||
| SARAH BLOOMHUFF-WENNER | Secretary | — | ||
| MATT AKERS | Board President | — | ||
| NATHAN BOSKOVICH | Board Member | — | ||
| KAREN FREEMAN | Board Member | — | ||
| BRIAN LAPOLLA | Board Member | — | ||
| JACINTO NUNEZ | Board Member | — | ||
| JOHN ROLL | Treasurer | — | ||
| DAWN WILSON | Board Member | — | ||
| BILL WOLF | Board Member | — | ||
| PHIL ANGELO | Board Member | — | ||
| LORI PESCI | Board Member | — | ||
| BEN PICKENS | Board Member | — | ||
| JARED COLEMAN | Board Member | — | ||
| SEAN VOLLMAN | Board Member | — | ||
| SACHI ARGABRIGHT | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHARA COCCHIOLA | Executive Dir. | 22.2% of Rev | ||
| JOE STORSIN JR | Board President | — | ||
| LOIS BONTRAGER | Board Member | — | ||
| BRIAN MOORE | Board President | — | ||
| BENJAMIN COMSTON | Secretary | — | ||
| DOUGLAS VARNER | Treasurer | — | ||
| SUGANTHI VEERAPPAN | Board Member | — | ||
| DANIEL BERRIOS | Secretary | — | ||
| GARY MOSTELLER | Board Member | — | ||
| SARAH BLOOMHUFF-WENNER | Board Member | — | ||
| MATT AKERS | Board Member | — | ||
| NATHAN BOSKOVICH | Board Member | — | ||
| KAREN FREEMAN | Board Member | — | ||
| BRIAN LAPOLLA | Board Member | — | ||
| JACINTO NUNEZ | Board Member | — | ||
| JOHN ROLL | Board Member | — | ||
| DAWN WILSON | Board Member | — | ||
| BILL WOLF | Board Member | — | ||
| PHIL ANGELO | Board Member | — | ||
| LORI PESCI | Board Member | — | ||
| BEN PICKENS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHARA COCCHIOLA | Executive Dir. | 16.4% of Rev | ||
| CHRIS BURNHAM | Board President | — | ||
| LOIS BONTRAGER | Board Member | — | ||
| BRIAN MOORE | Board President | — | ||
| NANCY DUSTIN | Board Member | — | ||
| BENJAMIN COMSTON | Board Member | — | ||
| JULIE FIRESTONE | Board Member | — | ||
| LEIGH KISCHKE | Board Member | — | ||
| ANDREW GORDON-SEIFERT | Board Member | — | ||
| DOUGLAS VARNER | Board Member | — | ||
| JOSEPH M STORSIN | Board President | — | ||
| SUGANTHI VEERAPPAN | Board Member | — | ||
| SARAH WENNER-BLOOMHUFF | Board Member | — | ||
| MATTHEW J STEIN | Board Member | — | ||
| DANIEL BERRIOS | Secretary | — | ||
| TIM ZIGA | Board Member | — | ||
| RANDALL HOLLOPETER | Treasurer | — | ||
| GARY MOSTELLER | Board Member | — | ||
| DIANE KILO | Board Member | — | ||
| PATRICIA BIDDLE | 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
5 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
29 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 329 other orgs in OH with NTEE prefix A6.
Most-divergent component: financial score sits 50 points below the peer median (5 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 22.2% 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.