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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 24.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 16.1% | 33 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 20.7% | 25 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 36.2% | 20 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 14.2% | 37 | Financially Distressed | Recovery | |
| 2018 | — | — | 27.0% | 32 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 24.7% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 28.1% | 26 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 17.7% | 37 | Fragile | Recovery | |
| 2013 | — | — | 17.2% | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 16.0% | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 18.3% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIMBERLY DIECHLER | EXECUTIVE DI | 23.9% of Rev | ||
| KERRY DAVIS | Board Member | — | ||
| SCOTT FODYMA | Secretary | — | ||
| BARRY GABEL | Board Member | — | ||
| BELINDA GRASSI | Treasurer | — | ||
| DEANNA NEBEL | Board Member | — | ||
| SEAN O'MALLEY | Board Member | — | ||
| JIM SHLONSKY | VICE PRESIDE | — | ||
| DANIELLE STEPHENSON | Board President | — | ||
| TODD STEPHENSON | Board Member | — | ||
| HEATHER VERCILLO | Board Member | — | ||
| LISA WHITACRE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kimberly Deichler | Executive Director | 22.9% of Rev | ||
| Danielle Stephenson | Board President | — | ||
| Jim Shlonsky | Board President | — | ||
| Scott Fodyma | Secretary | — | ||
| Belinda Grassi | Treasurer | — | ||
| Barry Gabel | Board Member | — | ||
| Sean O'Malley | Board Member | — | ||
| Todd Stephenson | Board Member | — | ||
| Deanna Nebel | Board Member | — | ||
| Heather Vercillo | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kimberly Deichler | Executive Director | 24.4% of Rev | ||
| Harry Hawkes | Board President | — | ||
| Pete Martin | Board Member | — | ||
| Nick House | Secretary | — | ||
| TJ Ely | Board Member | — | ||
| Michael Farrell | Board Member | — | ||
| Barry Gabel | Board Member | — | ||
| Evan Haiman | Board Member | — | ||
| Michael Berland | Board Member | — | ||
| Neil Cherian | Board Member | — | ||
| Scott Frodyma | Board Member | — | ||
| Lynn Gerace | Board Member | — | ||
| Sean O'Malley | Board Member | — | ||
| David Schane | Board Member | — | ||
| Jim Schlonsky | Board Member | — | ||
| Danielle Stephenson | Board Member | — | ||
| Todd Stephenson | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 212 other orgs in OH with NTEE prefix A6.
Most-divergent component: financial score sits 36 points below the peer median (5 vs. 41).
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.
Overall score has gone from 37 → 29 over 5 years (declining by 8 points).
What's driving this score
- Comp-to-revenue ratio of 24.8% 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.