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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 8.4% | 40 | Fragile | Recovery | |
| 2022 | — | — | 8.9% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 13.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 12.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 7.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 9.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 8.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 8.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 8.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 8.3% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 12.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 9.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 8.9% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH BROWN ELLIS | EXECUTIVE DI | 8.7% of Rev | ||
| RICHARD BALES | VICE-PRESIDE | — | ||
| JOHN FICORILLI | Board Member | — | ||
| JIM GIDEON | Board Member | — | ||
| CHRIS HENDERSON | Board Member | — | ||
| CHAD HUGHES | Board Member | — | ||
| KARI KUHN | Board President | — | ||
| TY LOTZ | Board Member | — | ||
| KEN MALCOLM | Treasurer | — | ||
| MARTHA MANCHESTER | Board Member | — | ||
| JACKIE MARTELL | Board Member | — | ||
| CHANDRA NEEPER | Board Member | — | ||
| CHRISTINE O'NEILL | Board Member | — | ||
| KRISTEN OSBUN-MANLEY | Board Member | — | ||
| AMY PHILLIPS | Board Member | — | ||
| EVANS PSEEKOS | Board Member | — | ||
| STACEY REINEKE | Board Member | — | ||
| FATHER DAVID ROSS | Board Member | — | ||
| JIM SMELTZLY | Board Member | — | ||
| MELISSA SPONSELLER | Secretary | — | ||
| CHAD STEARNS | Board Member | — | ||
| NANCY STROH | Board Member | — | ||
| BRANDI TRUEBLOOD | Board Member | — | ||
| ANITA UETRECHT | Board Member | — | ||
| JEFF UNTERBRINK | Board Member | — | ||
| BARBARA YOUNG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH BROWN | Executive Director | 9.4% of Rev | ||
| NEIL DARR | Board Member | — | ||
| KEITH DAVIS | Board Member | — | ||
| CHRIS DIBIASIO | Board Member | — | ||
| DONALD WITTER | Board Member | — | ||
| STEVE JOHNSON | Board Member | — | ||
| MARTHA MACDONELL | Board Member | — | ||
| STACEY REINEKE | Board Member | — | ||
| FR DAVID ROSS | Board Member | — | ||
| ANITA UETRECHT | Board Member | — | ||
| SHANNON WANNEMACHER | Board President | — | ||
| BEN DIEPENBROCK | Treasurer | — | ||
| JIM GIDEON | Board Member | — | ||
| NATASHA KAUFMAN | Board Member | — | ||
| JAN HAWK | Secretary | — | ||
| WILLIAM WALTER | Board Member | — | ||
| STEPHANIE HOLTZ | Board Member | — | ||
| TY LOTZ | Board President | — | ||
| JEFF UNTERBRINK | Board Member | — | ||
| OMAR ZEHERY | Board Member | — | ||
| LYNN SCHAUB | Board Member | — | ||
| CHAD STEARNS | Board Member | — | ||
| DOUG CORWIN | Board Member | — | ||
| KARI KUHN | Board Member | — | ||
| DENNIS RICHARDSON | Board Member | — | ||
| MELISSA SPONSELLER | Board Member | — | ||
| AUTUMN SWANSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 213 other orgs in OH with NTEE prefix A6.
Most-divergent component: program score sits 30 points above the peer median (60 vs. 30).
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 8.4% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.