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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 27.3% | 36 | Fragile | Recovery | |
| 2022 | — | — | 20.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 28.0% | 34 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | 20.1% | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 20.6% | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 21.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 17.0% | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 19.4% | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Wendy Fibison | Board President | — | ||
| Martha Ellison | Board President | — | ||
| David Stetson | Secretary | — | ||
| James Muldrow | Treasurer | — | ||
| Nancy Davenport | Board Member | — | ||
| Nancy Caporaso | Board Member | — | ||
| Alan Trammel | Board Member | — | ||
| Robert Zelnick | Board Member | — | ||
| Eileen West | Board Member | — | ||
| Susan Ohnmacht | Board Member | — | ||
| Nancy Caporaso | Board President | — | ||
| Martha Ellison | Board President | — | ||
| David Stetson | Secretary | — | ||
| James Muldrow | Treasurer | — | ||
| Nancy Davenport | Board Member | — | ||
| Alan Trammel | Board Member | — | ||
| Robert Zelnick | Board Member | — | ||
| Wendy Fibison | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Nancy Caporaso | Board President | — | ||
| Martha Ellison | Board President | — | ||
| David Stetson | Secretary | — | ||
| Brandon Green | Treasurer | — | ||
| Nancy Davenport | Board Member | — | ||
| James Muldrow | Board Member | — | ||
| Alan Trammel | Board Member | — | ||
| Robert Zelnick | 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: governance score sits 8 points below the peer median (42 vs. 50).
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 27.3% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Reduce top-officer compensation from 27.3% to under 22% of revenue — would move governance score by ~11 points.
Improving governance is a board decision. These are the levers.