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 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 42 | Fragile | Stable Watch | |
| 2021 | — | — | — | 45 | Financially Distressed | Recovery | |
| 2020 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 45 | Fragile | Recovery | |
| 2018 | — | — | — | 42 | Fragile | Stable Watch | |
| 2017 | — | — | — | 42 | Fragile | Recovery | |
| 2016 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 42 | Fragile | Recovery | |
| 2014 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 6.2% | 40 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 9.4% | 40 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 7.7% | 40 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADAM LEAMAN | Board President | — | ||
| DETRIC KEMP | VICE PRESIDE | — | ||
| TODD TROUTMAN | Treasurer | — | ||
| PAUL FLYNN | PAST PRESIDE | — | ||
| STEPHEN BLAIR | Board Member | — | ||
| BILL COFFEY | Board Member | — | ||
| THERESA GARDINER | Board Member | — | ||
| JUDY LANCASTER | Board Member | — | ||
| MATT LIVELSBERGER | Board Member | — | ||
| BEN SAVAGE | Board Member | — | ||
| BRIAN SCOTT | Board Member | — | ||
| SAM VITALE | Board Member | — | ||
| OLIVIA G WHITE PHD | Board Member | — | ||
| TERRY YAMAGUCHI | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL FLYNN | Board President | — | ||
| OLIVIA G WHITE PHD | VICE PRESIDE | — | ||
| DETRIC KEMP | Secretary | — | ||
| TODD TROUTMAN | Treasurer | — | ||
| CATHY ALEXANDER | Board Member | — | ||
| JUSTIN AUSHERMAN | Board Member | — | ||
| BILL COFFEY | Board Member | — | ||
| THERESA GARDINER | Board Member | — | ||
| ADAM LEAMAN | Board Member | — | ||
| MATT LIVELSBERGER | Board Member | — | ||
| BEN SAVAGE | Board Member | — | ||
| JAMES A SEARS JR | Board Member | — | ||
| SAM VITALE | Board Member | — | ||
| JAN WEST | Board Member | — | ||
| JUDY LANCASTER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL FLYNN | Board President | — | ||
| OLIVIA G WHITE PHD | VICE PRESIDE | — | ||
| DETRIC KEMP | Secretary | — | ||
| TODD TROUTMAN | Treasurer | — | ||
| CATHY ALEXANDER | Board Member | — | ||
| JUSTIN AUSHERMAN | Board Member | — | ||
| DR BOB BUCKHEIT | Board Member | — | ||
| BILL COFFEY | Board Member | — | ||
| THERESA GARDINER | Board Member | — | ||
| ADAM LEAMAN | Board Member | — | ||
| MATT LIVELSBERGER | Board Member | — | ||
| BEN SAVAGE | Board Member | — | ||
| JAMES A SEARS JR | Board Member | — | ||
| SAM VITALE | Board Member | — | ||
| JAN WEST | Board Member | — |
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: program score sits 34 points above the peer median (60 vs. 26).
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 45 → 36 over 5 years (declining by 9 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.