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 | — | — | 12.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 11.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 7.5% | 42 | Fragile | Recovery | |
| 2021 | — | — | 8.5% | 34 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 8.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 9.6% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 9.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 8.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 9.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 6.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 7.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 7.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 9.2% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHARRON MILLER | Board President | 12.6% of Rev | ||
| DARCY LOWE | Board President | — | ||
| MARTIN KRUMHOLZ | Treasurer | — | ||
| OLIVIA LOWE | Board Member | — | ||
| MONICA ELMORE | Board Member | — | ||
| CRYSTAL HOPKINS | Board Member | — | ||
| TY HYDERALLY | Board Member | — | ||
| MICHELLE MULIA-HOWELL | Board Member | — | ||
| SUSAN POPE | Board Member | — | ||
| JESSICA STOLZBERG | Board Member | — | ||
| KRISTEN WEAVER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHARRON MILLER | Board President | 11.7% of Rev | ||
| MARTIN KRUMHOLZ | Treasurer | — | ||
| DARCY LOWE | Board President | — | ||
| SUSAN POPE | Board Member | — | ||
| DIANNE GREEN | Board Member | — | ||
| TY HYDERALLY | Board Member | — | ||
| MONICA ELMORE | Board Member | — | ||
| MICHELLE MULIA-HOWELL | Board Member | — | ||
| KRISTEN WEAVER | Board Member | — | ||
| JESSICA STOLZBERG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHARRON MILLER | CHAIRMAN OF THE BD | 10.0% of Rev | ||
| SHARRON MILLER | Board President | 8.6% of Rev | ||
| MARTIN KRUMHOLZ | Treasurer | — | ||
| DARCY LOWE | Board President | — | ||
| TAMMI BRANCH | Board Member | — | ||
| DIANNE GREENE | Board Member | — | ||
| TY HYDERALLY | Board Member | — | ||
| KIM LEMON | Board Member | — | ||
| MICHELLE MULIA-HOWELL | Board Member | — | ||
| MARTIN KRUMHOLZ | Treasurer | — | ||
| KRISTEN WEAVER | Board Member | — | ||
| DARCY LOWE | Board President | — | ||
| JESSICA STOLZBERG | Board Member | — | ||
| TAMMI BRANCH | Board Member | — | ||
| HEATHER ROBLES | Board Member | — | ||
| DIANNE GREEN | Board Member | — | ||
| TY HYDERALLY | Board Member | — | ||
| KIM LEMON | Board Member | — | ||
| MICHELLE MULIA-HOWELL | Board Member | — | ||
| KRISTEN WEAVER | Board Member | — | ||
| JESSICA STOLZBERG | Board Member | — | ||
| HEATHER ROBLES | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 9,337 other orgs in US with NTEE prefix B9.
Most-divergent component: governance score sits 0 points above the peer median (85 vs. 85).
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 0.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.