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 | — | |
| 2024 | — | — | 51.9% | 21 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | — | 24 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 69.8% | 21 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 33.5% | 21 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 56.0% | 21 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 52.0% | 21 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 42.9% | 21 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 54.4% | 21 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 46.7% | 21 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 16.6% | 27 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 30.8% | 21 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 23.0% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 23.8% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH HAMILTON | Board Member | — | ||
| SUSAN GOETZE | Board Member | — | ||
| ROBERT SIMMONS | Board Member | — | ||
| JEANINE CHRISTIAN | Board President | — | ||
| ROBERT BRIGGS | Board President | — | ||
| JASON HERRING | Secretary | — | ||
| VIVEKA RYN | Treasurer | — | ||
| LISA WASHINGTON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN BIALEK | Artistic Director | 24.9% of Rev | ||
| ANDREA BURGOUYNE | Executive Director | 11.3% of Rev | ||
| DAVID BIELENBERG | Board Member | 9.5% of Rev | ||
| RAMONA GALEY | Treasurer | 5.8% of Rev | ||
| SUSAN GOETZE | Board Member | — | ||
| JENN SHAPIRO | Board President | — | ||
| JEANINE CHRISTIAN | Board President | — | ||
| ROBERT BRIGGS | Treasurer | — | ||
| JASON HERRING | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN BIALEK | Artistic Director | 24.1% of Rev | ||
| ANDREA BURGOYNE | Executive Director | 16.4% of Rev | ||
| RAMONA GALEY | Treasurer | 9.9% of Rev | ||
| SUSAN GOETZE | Board Member | — | ||
| JENN SHAPIRO | Board President | — | ||
| JEANINE CHRISTIAN | Board President | — | ||
| ROBERT BRIGGS | Treasurer | — | ||
| JASON HERRING | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN BIALEK | Artistic Director | 23.5% of Rev | ||
| ANDREA BURGOYNE | Executive Director | 16.0% of Rev | ||
| MERYEM AHMADIAN | PROGRAM MANAGER | 11.3% of Rev | ||
| RAMONA GALEY | Treasurer | 9.9% of Rev | ||
| SUSAN GOETZE | Board Member | — | ||
| JEANINE CHRISTIAN | Board President | — | ||
| ROBERT BRIGGS | Board President | — | ||
| JASON HERRING | Secretary | — | ||
| JENN SHAPIRO | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 163 other orgs in MD with NTEE prefix A6.
Most-divergent component: financial score sits 58 points below the peer median (0 vs. 58).
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 51.9% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 51.9% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.