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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 42 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 42 | Fragile | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEFFREY PARKER | Board President | — | ||
| DONNA BARKER | Secretary | — | ||
| JOHN PINNEY | Treasurer | — | ||
| PHIL WEBSTER | Board Member | — | ||
| PHILIP DAVIS | VICE PRESIDE | — | ||
| HANNA WOICKE | Board Member | — | ||
| MARCI LEVIN | Board Member | — | ||
| MICHAELE BATTLES | Board Member | — | ||
| REBECCA PILLE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEFFREY PARKER | Board President | — | ||
| KATIE BARNEY | Vice President | — | ||
| DONNA BARKER | Secretary | — | ||
| JOHN PINNEY | Treasurer | — | ||
| PETER HARRIGAN | Vice President | — | ||
| PHILIP DAVIS | VICE PRESIDE | — | ||
| ANDREA BARNES | Board Member | — | ||
| MARCI LEVIN | Board Member | — | ||
| COURTNEY KANE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEFFREY PARKER | Board President | — | ||
| VALERIE MAZUR | Vice President | — | ||
| RAYMOND VERGNE | Secretary | — | ||
| JOHN PINNEY | Treasurer | — | ||
| PETER HARRIGAN | Vice President | — | ||
| PATRICIA CAMPBELL | VICE PRESIDE | — | ||
| KATIE BARNEY | Board Member | — | ||
| JULIEN BENICHOU | MUSIC DIRECT | — | ||
| DANE KRICH | GENERAL MANA | — | ||
| MARY LOU TIETZ | CONSULTANT | — | ||
| ANDREA BARNES | Board Member | — | ||
| REGINA BRITTINGHAM | Board Member | — | ||
| DONNA BARKER | Board Member | — | ||
| MARCI LEVIN | Board Member | — | ||
| COURTNEY KANE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEFFREY PARKER | Board President | — | ||
| VALERIE MAZUR | Vice President | — | ||
| RAYMOND VERGNE | Secretary | — | ||
| JOHN PINNEY | Treasurer | — | ||
| PETER HARRIGAN | Vice President | — | ||
| PATRICIA CAMPBELL | VICE PRESIDE | — | ||
| KATIE BARNEY | Board Member | — | ||
| JULIEN BENICHOU | MUSIC DIRECT | — | ||
| DANE KRICH | GENERAL MANA | — | ||
| MARY LOU TIETZ | CONSULTANT | — | ||
| ANDREA BARNES | Board Member | — | ||
| REGINA BRITTINGHAM | Board Member | — | ||
| DONNA BARKET | Board Member | — | ||
| MARCI LEVIN | Board Member | — | ||
| JEAN WEHNER | Board Member | — | ||
| COURTNEY KANE | 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 18 points above the peer median (45 vs. 27).
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
- 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.