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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 13.3% | 31 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 18.2% | 27 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 29.4% | 26 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 9.6% | 30 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 17.8% | 27 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 23.9% | 27 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 24.5% | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 29.2% | 26 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID BREACH | Board President | — | ||
| SARA MURRAY | VICE-PRESIDE | — | ||
| VICKI ROWE | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VIRGINIA HOLTE | Board President | 14.5% of Rev | ||
| DAVID BREACH | VICE PRESIDE | — | ||
| VICKI ROWE | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Virginia Holte | Board President | 6.5% of Rev | ||
| David Breach | Board President | — | ||
| Vicki Rowe | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 34 other orgs in HI with NTEE prefix A6.
Most-divergent component: financial score sits 23 points below the peer median (5 vs. 28).
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 13.3% 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.