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 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 59.0% | 21 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 37.1% | 21 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 29.9% | 19 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 23.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 25.9% | 28 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 22.4% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALLISON TERENZIO | EXECUTIVE DI | 17.1% of Rev | ||
| TIFFANY WHEELER | BOARD PRESID | — | ||
| BECCA PETERS | BOARD VICE P | — | ||
| KATHRYN WARDLE | Board Member | — | ||
| JAMES LATTA | Board Member | — | ||
| VICTOR FERRAL | FUNDRAISING | — | ||
| MARY JENSEN | Board Member | — | ||
| KIM CARTER-CRAM | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALLISON TERENZIO | EDUCATION DI | 13.6% of Rev | ||
| MELISSA HADDEN | ASSOCIATE ED | 13.6% of Rev | ||
| AMANDA HARDIN | ASSOCIATE MA | 11.3% of Rev | ||
| NOAH MOODY | ASSOC EDUCAT | 9.1% of Rev | ||
| MARY JENSEN | Artistic Director | 6.6% of Rev | ||
| AUTUMN KERSEY | EXECUTIVE DI | 6.0% of Rev | ||
| KATHYRN WARDLE | Board Member | — | ||
| JON WARDLE | Board Member | — | ||
| SCOTT SUMMERLIN | Board Member | — | ||
| TIFFANY WHEELER | Board Member | — | ||
| LAUREN HAMILTON | Board President | — | ||
| JAMES LATTA | Board Member | — | ||
| JOSHUA VINCENT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALLISON TERENZIO | EDUCATION DI | 10.8% of Rev | ||
| MELISSA HADDEN | ASSOCIATE ED | 9.5% of Rev | ||
| MARY JENSEN | Artistic Director | 6.3% of Rev | ||
| AUTUMN KERSEY | EXECUTIVE DI | 5.2% of Rev | ||
| KATHYRN WARDLE | Board Member | — | ||
| JON WARDLE | Board Member | — | ||
| SCOTT SUMMERLIN | Board Member | — | ||
| TIFFANY WHEELER | Board Member | — | ||
| LAUREN HAMILTON | Board President | — | ||
| JAMES LATTA | Board Member | — | ||
| JOSHUA VINCENT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALLISON TERENZIO | EDUCATION DI | 9.3% of Rev | ||
| MARY JENSEN | Artistic Director | 4.9% of Rev | ||
| AUTUMN KERSEY | EXECUTIVE DI | 4.6% of Rev | ||
| KATHYRN WARDLE | Board President | — | ||
| JON WARDLE | Board Member | — | ||
| SCOTT SUMMERLIN | Board Member | — | ||
| TIFFANY WHEELER | Board Member | — | ||
| LAUREN HAMILTON | Board Member | — | ||
| JAMES LATTA | Board Member | — | ||
| ADAM COOKE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in ID for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 44.4% is well above the sector's 90th percentile (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 44.4% to under 22% of revenue — would move governance score by ~40 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.