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 | Hidden | Hidden | 1.0% | 38 | Financially Distressed | Stable Watch | |
| 2023 | — | — | 0.7% | 41 | Financially Distressed | Recovery | |
| 2022 | — | — | 0.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 1.2% | 42 | Fragile | Recovery | |
| 2020 | — | — | 1.3% | 38 | Financially Distressed | Recovery | |
| 2019 | — | — | 1.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 1.2% | 38 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 1.1% | 38 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 2.8% | 38 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 1.7% | 38 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 3.0% | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | 2.7% | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 13.7% | 35 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 16.6% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Melissa Nibali | Board Member | 0.6% of Rev | ||
| AJ Hallameyer | Board Member | 0.3% of Rev | ||
| Angela Stein | Board President | 0.1% of Rev | ||
| Miriam Arnold Lippe | Board President | — | ||
| Lauren Tait | Secretary | — | ||
| Andrea Murphy | Treasurer | — | ||
| Jennifer Dorsey | Board Member | — | ||
| Akousa Kankam | Board Member | — | ||
| Mary Pizzo | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jennifer Dorsey | Board Member | 0.5% of Rev | ||
| Carli Flippen | Secretary | 0.1% of Rev | ||
| Lauren Tait | Board Member | 0.0% of Rev | ||
| Julie Myers | Board President | 0.0% of Rev | ||
| Kristine Copeman | Treasurer | — | ||
| Akosua Kankam | Board Member | — | ||
| Mary Pizzo | Board Member | — | ||
| Cynthia Woodcock | Board Member | — | ||
| Miriam Lippe | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jennifer Dorsey | Board Member | 0.5% of Rev | ||
| Kristine Copeman | Treasurer | 0.4% of Rev | ||
| Carli Flippen | Secretary | 0.0% of Rev | ||
| Julie Myers | Board President | — | ||
| Akosua Kankam | Board Member | — | ||
| Mary Pizzo | Board Member | — | ||
| Cynthia Woodcock | Board Member | — | ||
| Miriam Lippe | Board Member | — | ||
| Lauren Tait | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kristine Copeman | Treasurer | 0.6% of Rev | ||
| Jennifer Dorsey | Board Member | 0.5% of Rev | ||
| Carli Flippen | Secretary | 0.0% of Rev | ||
| Julie Myers | Board President | — | ||
| Akosua Kankam | Board Member | — | ||
| Mary Pizzo | Board Member | — | ||
| Cynthia Woodcock | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 76 other orgs in MD with NTEE prefix A6.
Most-divergent component: program score sits 18 points above the peer median (45 vs. 27).
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 1.0% 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.