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 | 13.9% | 31 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | 16.1% | 35 | Fragile | Decline Risk | |
| 2022 | — | — | 18.4% | 39 | Fragile | Recovery | |
| 2021 | — | — | 17.1% | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 22.7% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 13.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 14.2% | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 18.5% | 39 | Fragile | Stable Watch | |
| 2015 | — | — | — | 41 | Fragile | Recovery | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 47 | Fragile | Stable Watch | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANE KRICH | Executive Director | 13.9% of Rev | ||
| ROBERT ALEXANDER | Board President | — | ||
| JANE CHAMBERS | Secretary | — | ||
| TIFFANY MCDONALD | Treasurer | — | ||
| DANA BEVARD | Board Member | — | ||
| RAVI BAHETHI | Board Member | — | ||
| J ERNEST GREEN | Board Member | — | ||
| DAN HURSON | Board Member | — | ||
| YVONNE LIVELY | Board Member | — | ||
| ANNE SLOAN | Board Member | — | ||
| YESOOK SUH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANE KRICH | Executive Director | 13.5% of Rev | ||
| YESOOK SUH | Board Member | — | ||
| LEAH O'BRIEN | Board President | — | ||
| ROB ALEXANDER | Board President | — | ||
| ANNE SLOAN | Board President | — | ||
| JANE CHAMBERS | Secretary | — | ||
| TOM EISINGER | Treasurer | — | ||
| DANA BEVARD | Board Member | — | ||
| RAVI BAHETHI | Board Member | — | ||
| DOROTHY COUPER | Board Member | — | ||
| DAN HURSON | Board Member | — | ||
| YVONNE LIVELY | Board Member | — | ||
| KIMBERLY MCCOLLUM | Board Member | — | ||
| TIFFANY MCDONALD-HEIMER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINDA FOSS | Executive Director | 12.3% of Rev | ||
| DANE KRICH | Executive Director | 4.6% of Rev | ||
| LEAH O'BRIEN | Board President | — | ||
| JANE CHAMBERS | Secretary | — | ||
| PENNY MOHR | Treasurer | — | ||
| ANNE SLOAN | Board Member | — | ||
| DANA BEVARD | Board Member | — | ||
| KATHY KENNEDY | Board Member | — | ||
| RAVI BAHETHI | Board Member | — | ||
| REBECCA HANNIGAN | Board Member | — | ||
| SANDRA BALDERSON | Board Member | — | ||
| TOM EISINGER | Board Member | — | ||
| YVONNE LIVELY | 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: financial score sits 27 points below the peer median (5 vs. 32).
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 13.9% 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.