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 | — | — | 12.7% | 32 | Critical Intervention Needed | Stable Watch | |
| 2023 | Hidden | Hidden | 9.8% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 10.9% | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 16.2% | 27 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 15.0% | 29 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 16.3% | 27 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 15.8% | 27 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 22.3% | 25 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 17.8% | 25 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 22.2% | 24 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 20.1% | 24 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 14.7% | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 15.3% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINDA MARSON COX | EXECUTIVE DI | 10.9% of Rev | ||
| ERICA WEISS | Board President | — | ||
| ABENA TATE | FORMER CO-PR | — | ||
| MELANIE FONDER KAYE | VICE PRESIDE | — | ||
| DIANA FARINA - BORLASE | Treasurer | — | ||
| CASSANDRA MCKEE | Board Member | — | ||
| NANCY BATEMAN | Secretary | — | ||
| LIMA ABDULLAH | Board Member | — | ||
| CAMILLIA JACOBS | Board Member | — | ||
| TOM JACOBSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINDA MARSON COX | EXECUTIVE DI | 9.7% of Rev | ||
| ILANA HOFBERG | Treasurer | — | ||
| ABENA TATE | Board President | — | ||
| ARMAND PETERSON | FORMER DIREC | — | ||
| CASSANDRA MCKEE | Board Member | — | ||
| MELANIE FONDER KAYE | Board Member | — | ||
| NANCY BATEMAN | Secretary | — | ||
| TOM JACOBSON | Board Member | — | ||
| CAMILLIA JACOBS | Board Member | — | ||
| ERICA WEISS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINDA MARSON COX | EXECUTIVE DI | 9.5% of Rev | ||
| LINDA MARSON COX | EXECUTIVE DI | 9.5% of Rev | ||
| ILANA HOFBERG | TREA & ACTIN | — | ||
| ABENA TATE | Board President | — | ||
| ARMAND PETERSON | Board Member | — | ||
| CASSANDRA MCKEE | Board Member | — | ||
| MELANIE FONDER KAYE | Board Member | — | ||
| NANCY BATEMAN | Secretary | — | ||
| TOM JACOBSON | Board Member | — | ||
| SUSAN FARRER | FORMER SECRE | — | ||
| KELLY MCGLYNN | FORMER SECRE | — | ||
| STEPHANIE BROWN | FORMER PRESI | — | ||
| ILANA HOFBERG | TREA & ACTIN | — | ||
| ABENA TATE | Board President | — | ||
| ARMAND PETERSON | Board Member | — | ||
| CASSANDRA MCKEE | Board Member | — | ||
| MELANIE FONDER KAYE | Board Member | — | ||
| NANCY BATEMAN | Secretary | — | ||
| TOM JACOBSON | Board Member | — | ||
| SUSAN FARRER | FORMER SECRE | — | ||
| KELLY MCGLYNN | FORMER SECRE | — | ||
| STEPHANIE BROWN | FORMER PRESI | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 12 other orgs in MD with NTEE prefix A2.
Most-divergent component: financial score sits 42 points below the peer median (0 vs. 42).
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 → 32 over 5 years (improving by 3 points).
What's driving this score
- Comp-to-revenue ratio of 12.7% 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.