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 | 15.3% | 27 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 15.9% | 27 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 24.6% | 27 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 18.8% | 27 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 18.1% | 27 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 18.1% | 27 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 19.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 19.0% | 27 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 14.1% | 29 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 17.1% | 27 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 18.9% | 22 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 19.5% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 15.4% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHYLLIS EVERETTE | Board Member | — | ||
| KATHERINE HILTON | Board Member | — | ||
| DANE KRICH | Board Member | — | ||
| JOAN LEANOS | Treasurer | — | ||
| DR DIANE LEBEDEFF | Board Member | — | ||
| LAURA REBETSKY QUINN | Secretary | — | ||
| LISA SHERWOOD | Board President | — | ||
| MARK WYNN | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHYLLIS EVERETTE | Board Member | — | ||
| KATHERINE HILTON | Board Member | — | ||
| DANE KRICH | Board Member | — | ||
| JOAN LEANOS | Treasurer | — | ||
| DR DIANE LEBEDEFF | Board Member | — | ||
| LAURA REBETSKY QUINN | Secretary | — | ||
| LISA SHERWOOD | Board President | — | ||
| MARK WYNN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| J ERNEST GREEN | Artistic Director | 15.9% of Rev | ||
| PATRICIA BENDER | Board Member | — | ||
| DR PAT CLAGETT | Board Member | — | ||
| TIM DANGEL | Board Member | — | ||
| CINDY DETORIE | Board Member | — | ||
| PHYLLIS EVERETTE | Board Member | — | ||
| BRUCE HARGUS | Board Member | — | ||
| MARY HASELTON | Board Member | — | ||
| RICHARD HUGHEN | Treasurer | — | ||
| AL KIERSTEAD | VICE PRESIDE | — | ||
| JOYCE PRATT | Board Member | — | ||
| LAURA REBETSKY QUINN | Board Member | — | ||
| MARILYN RHODOVI | Board Member | — | ||
| LISA SHERWOOD | Board President | — | ||
| FREDERICK WEINGARTEN | Board Member | — | ||
| MARK WYNN | Board Member | — | ||
| CORBY ZEREN | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| J ERNEST GREEN | Artistic Director | 14.0% of Rev | ||
| PATRICIA BENDER | Board Member | — | ||
| DR PAT CLAGETT | Board Member | — | ||
| TIM DANGEL | Board Member | — | ||
| CINDY DETORIE | Board Member | — | ||
| PHYLLIS EVERETTE | Board Member | — | ||
| BRUCE HARGUS | Board Member | — | ||
| MARY HASELTON | Board Member | — | ||
| RICHARD HUGHEN | Treasurer | — | ||
| AL KIERSTEAD | VICE PRESIDE | — | ||
| JOYCE PRATT | Board Member | — | ||
| LAURA REBETSKY QUINN | Board Member | — | ||
| MARILYN RHODOVI | Board Member | — | ||
| LISA SHERWOOD | Board President | — | ||
| FREDERICK WEINGARTEN | Board Member | — | ||
| MARK WYNN | Board Member | — | ||
| CORBY ZEREN | Secretary | — |
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: financial score sits 33 points below the peer median (0 vs. 33).
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 15.3% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.