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 | Hidden | Hidden | 22.1% | 25 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 32.5% | 22 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 20.2% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 26.2% | 22 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 20.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 17.4% | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 18.2% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 18.6% | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 49 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RIVKA GOLDBERG | Executive Director | 23.8% of Rev | ||
| DANIELLE STORCH | Board President | — | ||
| NANCY PRETTER | Secretary | — | ||
| DEVORAH ADLER | Board Member | — | ||
| BARBARA IFRAH | Board Member | — | ||
| FAIGY LOEB | Board Member | — | ||
| LIZZIE BANKER | Board Member | — | ||
| GIL HOROWITZ | Board Member | — | ||
| SIMA HOLLAND | Board Member | — | ||
| MAGGIE SILVER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RIVKA A GOLDBERG | Board Member | 15.3% of Rev |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 75 other orgs in MD with NTEE prefix A6.
Most-divergent component: financial score sits 33 points below the peer median (0 vs. 33).
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 29 → 25 over 5 years (declining by 4 points).
What's driving this score
- Comp-to-revenue ratio of 22.1% 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.