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 | — | — | 32.8% | 27 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | 29.6% | 23 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 21.3% | 28 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 97.9% | 13 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 13.4% | 25 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 17.0% | 22 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 19.9% | 22 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 11.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 1.1% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL GRAYMAN PARKHURST | EX-OFFICIO | 16.8% of Rev | ||
| ANDREW GRAYMAN PARKHURST | EX OFFICIO | 16.0% of Rev | ||
| ILLEANA KIRVEN | Board Member | — | ||
| ALICE NELSON | Board Member | — | ||
| NEDRA DIXON | Board Member | — | ||
| BART EWING | Board Member | — | ||
| AMY HAMM | Board Member | — | ||
| ANNE PALMER | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL GRAYMAN PARKHURST | EX-OFFICIO | 16.5% of Rev | ||
| ANDREW GRAYMAN-PARKHURST | EX-OFFICIO | 10.3% of Rev | ||
| ANDREW GRAYMAN PARKHURST | EX OFFICIO | 8.0% of Rev | ||
| MICHAEL GRAYMAN-PARKHURST | EX-OFFICIO | 5.2% of Rev | ||
| Illeana Kirven | Board Member | — | ||
| ANISHA JACKSON | Board Member | — | ||
| DR PATRICIA WINTER | Board President | — | ||
| JUDITH PIZURRO | Board Member | — | ||
| ILLEANA KIRVEN | Board Member | — | ||
| PATRICIA WINTER | Board President | — | ||
| JUDITH PIZZURO | Secretary | — | ||
| ANISHA JACKSON | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL GRAYMAN PARKHURST | EX-OFFICIO | 17.3% of Rev | ||
| ANDREW GRAYMAN PARKHURST | EX OFFICIO | 17.1% of Rev | ||
| ILLEANA KIRVEN | Board Member | — | ||
| PATRICIA WINTER | Board President | — | ||
| JUDITH PIZZURO | Secretary | — | ||
| ANISHA JACKSON | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL GRAYMAN-PARKHURST | Board Member | 10.4% of Rev | ||
| ANDREW GRAYMAN-PARKHURST | Board Member | 10.4% of Rev | ||
| KELLY CANNON | Board Member | — | ||
| ANISHA JACKSON | Board Member | — | ||
| DR PATRICIA WINTER | Board Member | — | ||
| JUDITH PIZURRO | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 74 other orgs in KS with NTEE prefix A6.
Most-divergent component: financial score sits 36 points below the peer median (15 vs. 51).
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 32.8% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 32.8% to under 22% of revenue — would move governance score by ~22 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.