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
55
Score
Financial
0
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | — | — | 8.8% | 29 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 28.6% | 22 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 26.9% | 24 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 26.3% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 19.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 20.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 11.4% | 42 | Fragile | Recovery | |
| 2015 | — | — | 10.0% | 35 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 13.4% | 39 | Financially Distressed | Recovery | |
| 2013 | — | — | 14.8% | 35 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 16.4% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELYSIA DAWN | Board Member | 30.5% of Rev | ||
| GREGG ZAVODNY | Board President | — | ||
| BRIAN MCGINNIS | Treasurer | — | ||
| MATTHEW RILEY | VICE PRESIDE | — | ||
| JENNIFER O'DELL | Board Member | — | ||
| DARIA WALLACH | Board Member | — | ||
| SUSAN VAIL | Board Member | — | ||
| MARK NERENHAUSEN | Board Member | — | ||
| BRIDGET PATERNO | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GREGG ZAVODNY | Board President | — | ||
| KEN WESTPHAL | Treasurer | — | ||
| MATTHEW RILEY | VICE PRESIDE | — | ||
| JENNIFER O'DELL | Board Member | — | ||
| BRIAN MCGINNIS | Board Member | — | ||
| BRIDGET PATERNO | Board Member | — | ||
| DARIA WALLACH | Board Member | — | ||
| SUSAN VAIL | Board Member | — | ||
| MARK NERENHAUSEN | Board Member | — | ||
| LAURA ALEXANDER | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA BURNS | EXECUTIVE DI | 28.7% of Rev | ||
| GREGG ZAVODNY | Board President | — | ||
| SUZETTE FERNANDEZ | Treasurer | — | ||
| LAURA ALEXANDER | Secretary | — | ||
| MATTHEW RILEY | PAST PRESIDE | — | ||
| JENIFER O'DELL | Board Member | — | ||
| DENNIS GOODMAN | VICE PRESIDE | — | ||
| DARYL BERG | Board Member | — | ||
| ALYSSA HANEY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA BURNS | EXECUTIVE DI | 29.8% of Rev | ||
| ALYSSA HANEY | Board President | — | ||
| GREGG ZAVODNY | VICE PRESIDE | — | ||
| SUZETTE FERNANDEZ | Treasurer | — | ||
| MARIANNE LAMBERTSON | Secretary | — | ||
| MATTHEW RILEY | PAST PRESIDE | — | ||
| JENIFER O'DELL | Board Member | — | ||
| DENNIS GOODMAN | Board Member | — | ||
| DANIEL MCDERMOTT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA BURNS | EXECUTIVE DI | 30.8% of Rev | ||
| LAURA BURNS | EXECUTIVE DI | 29.7% of Rev | ||
| MATTHEW RILEY | Board Member | — | ||
| CHAD JENSEN | PAST PRESIDE | — | ||
| ANN HORTON | Board Member | — | ||
| JOHN LOSCUITO | Treasurer | — | ||
| SUSAN SIKUTA | Secretary | — | ||
| BETSY BRIDGEWATER | VICE PRESIDE | — | ||
| JILL BECKMAN | Board Member | — | ||
| ALYSSA HANEY | Board President | — | ||
| JENNIFER O'DELL | Board Member | — | ||
| SKIP PARDEE | Board Member | — | ||
| MARIANNCE LAMBERTSON | Board Member | — | ||
| MATTHEW RILEY | Board President | — | ||
| BETSY BRIDGEWATER | VICE PRESIDE | — | ||
| JOHN LOSCUITO | Treasurer | — | ||
| SUSAN SIKUTA | Secretary | — | ||
| CHAD JENSEN | PAST PRESIDE | — | ||
| KAREN BEATTY | Board Member | — | ||
| HEATHER DONLAN | Board Member | — | ||
| DENNIS GOODMAN | Board Member | — | ||
| ALYSSA HANEY | Board Member | — | ||
| ANN HORTON | Board Member | — | ||
| MARIANNE LAMBERTSON | Board Member | — | ||
| DANIEL MCDERMOTT | Board Member | — | ||
| JENNIFER O'DELL | Board Member | — | ||
| SKIP PARDEE | 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
0 / 100
weight 40%
Governance risk
55 / 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 245 other orgs in FL with NTEE prefix A6.
Most-divergent component: financial score sits 30 points below the peer median (0 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 8.8% sits within the sector's healthy band (18–22%).
- 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).
Improving governance is a board decision. These are the levers.