Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
35
Score
Governance
58
Score
Financial
0
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 4.5% | 35 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 6.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 5.5% | 42 | Fragile | Recovery | |
| 2020 | — | — | 11.3% | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | 20.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 9.4% | 44 | Fragile | Recovery | |
| 2017 | — | — | 15.2% | 25 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 15.3% | 28 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 15.0% | 28 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 61.5% | 31 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 11.6% | 45 | Fragile | Decline Risk | |
| 2012 | — | — | 9.9% | 50 | Fragile | Recovery | |
| 2011 | — | — | 13.1% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRITTNEY STANTON | Executive Director | 4.5% of Rev | ||
| TABE MASE | Board President | — | ||
| DR ROSANNE FOLEY | Secretary | — | ||
| SUSAN FLINT | Treasurer | — | ||
| EMERY ABDEL-LATIF | Board President | — | ||
| DR DARRYL ROLAND | Board Member | — | ||
| MICHAEL WILLIAMS | Board Member | — | ||
| RICHARD WADMAN | Board Member | — | ||
| TISHENA MOSS MBA | Board Member | — | ||
| BEN OSBUN | Board Member | — | ||
| SUSAN THOMAS-HOLDER PHD | Board Member | — | ||
| TRACEY ROBERTS | Board Member | — | ||
| DR LARK N BALL | Board Member | — | ||
| PETER GORDON | Board Member | — | ||
| SHERIDAN WILLIAMSON | Board Member | — | ||
| GRANT FARMER | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ARREON HARLEY | Board Member | 12.4% of Rev | ||
| BRITTNEY STANTON | Board Member | 10.7% of Rev | ||
| TABE MASE | Board President | — | ||
| DR ROSANNE FOLEY | Secretary | — | ||
| SUSAN FLINT | Treasurer | — | ||
| EMERY ABDEL-LATIF | Board President | — | ||
| DR DARRYL ROLAND | Board Member | — | ||
| MICHAEL WILLIAMS | Board Member | — | ||
| RICHARD WADMAN | Board Member | — | ||
| TISHENA MOSS MBA | Board Member | — | ||
| BEN OSBUN | Board Member | — | ||
| SUSAN THOMAS-HOLDER PHD | Board Member | — | ||
| TRACEY ROBERTS | Board Member | — | ||
| DR LARK N BALL | Board Member | — | ||
| VICKI TASHJIAN | Board Member | — | ||
| HON E NORMAN VEASEY | Board Member | — | ||
| SUZANNE VEASEY | Board Member | — | ||
| SHERIDAN WILLIAMSON | Board Member | — | ||
| TABE MASE | Board President | — | ||
| ROBERT BIRD | Board President | — | ||
| KATE HABEGGER | Secretary | — | ||
| SUSAN FLINT | Treasurer | — | ||
| EMERY ABDEL-LATIF | Board Member | — | ||
| JOAN BOBNICK | Board Member | — | ||
| NICHOLAS CERCHIO III | Board Member | — | ||
| EMILY GUILLEN | Board Member | — | ||
| TISHENA MOSS MBA | Board Member | — | ||
| BEN OSBUN | Board Member | — | ||
| SUSAN THOMAS-HOLDER PHD | Board Member | — | ||
| MARGARET TIGUE | Board Member | — | ||
| CHANTAL WHITEHEAD-SCOTT | Board Member | — | ||
| VICKI TASHJIAN | Board Member | — | ||
| HON E NORMAN VEASEY | Board Member | — | ||
| SUZANNE VEASEY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ARREON HARLEY | Board Member | 12.0% of Rev | ||
| PETER GORDON | Board President | — | ||
| ROBERT BIRD | Board President | — | ||
| KATE HABEGGER | Secretary | — | ||
| SUSAN FLINT | Treasurer | — | ||
| EMERY ABDEL-LATIF | Board Member | — | ||
| JOAN BOBNICK | Board Member | — | ||
| TAYLER BOLTON ESQ | Board Member | — | ||
| NICHOLAS CERCHIO III | Board Member | — | ||
| JAMES CHANDLER IV | Board Member | — | ||
| EMILY GUILLEN | Board Member | — | ||
| TABE MASE | Board Member | — | ||
| TISHENA MOSS MBA | Board Member | — | ||
| BEN OSBUN | Board Member | — | ||
| CHERRINE SMITH | Board Member | — | ||
| SUSAN THOMAS-HOLDER PHD | Board Member | — | ||
| MARGARET TIGUE | Board Member | — | ||
| CHANTAL WHITEHEAD-SCOTT | Board Member | — | ||
| BRIAN O'CONNOR | Board Member | — | ||
| LINDA O'CONNOR | Board Member | — | ||
| VICKI TASHJIAN | Board Member | — | ||
| HON E NORMAN VEASEY | Board Member | — | ||
| SUZANNE VEASEY | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
35 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 23 other orgs in DE with NTEE prefix A6.
Most-divergent component: financial score sits 37 points below the peer median (0 vs. 37).
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 4.5% 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.