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 | — | — | 6.1% | 34 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 4.8% | 43 | Fragile | Recovery | |
| 2021 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 11.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 40 | Fragile | Stable Watch | |
| 2017 | — | — | — | 40 | Fragile | Stable Watch | |
| 2016 | — | — | 5.5% | 42 | Fragile | Recovery | |
| 2015 | — | — | 5.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 5.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 6.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 7.9% | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALAN JORDAN | Board President | 5.9% of Rev | ||
| RABBI BRAD BLOOM | Board Member | — | ||
| JOAN DATTELBAUM | Board Member | — | ||
| JOHN ELLIOT | Board Member | — | ||
| DONALD FLORA | Treasurer | — | ||
| CHARLES FROST | Board Member | — | ||
| CAROL GYLLENHOFF | EX OFFICIO | — | ||
| CAROLYN HACK | Secretary | — | ||
| MICHAEL HARTER | CHAIRMAN | — | ||
| BARBARA HOLMES | Board President | — | ||
| MARIO INCORVAIA | EX OFFICIO | — | ||
| BRET JACOBWITZ | Board Member | — | ||
| MARTIN LESCH | Board Member | — | ||
| ERIC MAGNIN | Board President | — | ||
| JAMES NEUMEISTER | Board Member | — | ||
| MARY PRINCING | Board Member | — | ||
| CONNIE RATHMAN | Board Member | — | ||
| CHARLES SAMPSON | Board Member | — | ||
| STEVEN SHAIMAN | EX OFFICIO | — | ||
| ALICE WALTON | Board Member | — | ||
| BLAKE WHITE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALAN JORDAN | Board President | 5.6% of Rev | ||
| MARIO INCORVAIA | COO | 3.5% of Rev | ||
| MONA HUFF | Board Member | 1.2% of Rev | ||
| SANDRA BENSON | Treasurer | — | ||
| RABBI BRAD BLOOM | Board Member | — | ||
| JAMES COLLETT | Board President | — | ||
| BETH CORRY | Board Member | — | ||
| JOAN DATTELBAUM | Board Member | — | ||
| RALPH DRAYER | Board President | — | ||
| CHARLES FROST | Board Member | — | ||
| CAROLYN HACK | Board Member | — | ||
| MICHAEL HARTER | Board President | — | ||
| BARBARA HOLMES | Board Member | — | ||
| CANDICE HOUGH | Board Member | — | ||
| MARTIN LESCH | Board Member | — | ||
| MICHAEL LEVINE | Board Member | — | ||
| ERIC MAGNIN | Secretary | — | ||
| MARY PRINCING | Board Member | — | ||
| ALICE WALTON | Board Member | — | ||
| BLAKE WHITE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 97 other orgs in SC 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.
Overall score has gone from 31 → 34 over 5 years (improving by 3 points).
What's driving this score
- Comp-to-revenue ratio of 6.1% 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.