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 | — | — | 14.4% | 29 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | 15.4% | 34 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 14.8% | 35 | Fragile | Recovery | |
| 2021 | — | — | 15.2% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 14.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 7.8% | 35 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 10.8% | 25 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 5.4% | 30 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 5.1% | 30 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 5.3% | 30 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 21 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Shanara Gabrielle | Executive Dir. | 10.9% of Rev | ||
| Jennifer Clements | Executive Dir. | 3.5% of Rev | ||
| Elizabeth Ho | Chairman | — | ||
| Tres McMichael | Board President | — | ||
| Scott Blackwell | Secretary | — | ||
| Patty Koscinski | Treasurer | — | ||
| Elizabeth Winston | Board Member | — | ||
| Akela Crawford | Board Member | — | ||
| Gautam Rao | Board Member | — | ||
| Lamont Mitchell | Board Member | — | ||
| Iya Ifanike Batts | Board Member | — | ||
| Nia Hill | Board Member | — | ||
| Clare Klanderman | Board Member | — | ||
| Rhonda Henderson | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Raymond O Caldwell | Executive Dir. | 10.6% of Rev | ||
| Jennifer Clements | Board Member | 5.2% of Rev | ||
| Carla Thomas McGinnis | Chairman | — | ||
| Cecelia Thomas | Board President | — | ||
| Rashida Moore | Secretary | — | ||
| Ellys Abrams | Treasurer | — | ||
| Carlos Valazquez | Board Member | — | ||
| Elizabeth Ho | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Raymond O Caldwell | Executive Dir. | 9.5% of Rev | ||
| Jennifer Clements | Board Member | 2.1% of Rev | ||
| Carla Thomas McGinnis | Chairman | — | ||
| Cece Thomas | Board President | — | ||
| Rashida Moore | Secretary | — | ||
| Ellys Abrams | Treasurer | — | ||
| Carlos Valazquez | Board Member | — | ||
| Michael McIntyre | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RAYMOND CALDWELL | Artistic Director | 8.4% of Rev | ||
| ELLIOTT BALES | Treasurer | — | ||
| AL BREADY | Board President | — | ||
| DAVID MAYORGA | Board Member | — | ||
| MICHAEL MCLNTYRE | Secretary | — | ||
| RASHIDA MOORE | Board Member | — | ||
| CECELIA THOMAS | Board Member | — | ||
| CARLA THOMAS-MCGINNIS | Board President | — | ||
| CARLOS VELAZQUEZ | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 55 other orgs in DC with NTEE prefix A6.
Most-divergent component: financial score sits 21 points below the peer median (5 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.
What's driving this score
- Comp-to-revenue ratio of 14.4% 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.