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 | — | — | 8.5% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 12.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 5.6% | 52 | Fragile | Recovery | |
| 2019 | — | — | 3.8% | 49 | Fragile | Recovery | |
| 2018 | — | — | 23.0% | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 7.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 4.5% | 39 | Financially Distressed | Recovery | |
| 2015 | — | — | 8.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 6.3% | 43 | Fragile | Gov Risk | |
| 2013 | — | — | 82.1% | 25 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 55.2% | 42 | Fragile | Gov Risk | |
| 2011 | — | — | 1.6% | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIK CLEMONS | Executive Director | 51.0% of Rev | ||
| PAUL MCCRAVEN | Board Member | 14.0% of Rev | ||
| OPAL HARMON | Board Member | 9.7% of Rev | ||
| STEPHEN DRIFFIN | Board Member | 8.6% of Rev | ||
| CARLTON L HIGHSMITH | Board President | — | ||
| KEVIN A MYATT | Board President | — | ||
| CATHERINE E LAMARR ESQ | Treasurer | — | ||
| ALEXIS N HIGHSMITH SMITH ESQ | Secretary | — | ||
| DANIEL CARON | Board Member | — | ||
| DENISE MORRIS | Board Member | — | ||
| MILTON WALLACK DDS | Board Member | — | ||
| RONALD X JOHNSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIK CLEMONS | Executive Director | 21.9% of Rev | ||
| PAUL MCCRAVEN | Board Member | 13.9% of Rev | ||
| GENEVIVE WALKER | CHIEF OPERATING OFFICER (TO 12/12/22) | 10.2% of Rev | ||
| CARLTON L HIGHSMITH | BOARD CHAIRMAN | — | ||
| KEVIN A MYATT | Board President | — | ||
| CATHERINE E LAMARR ESQ | Treasurer | — | ||
| ALEXIS N HIGHSMITH SMITH ESQ | Secretary | — | ||
| DANIEL CARON | Board Member | — | ||
| FRED MCKINNEY PHD | Board Member | — | ||
| DENISE MORRIS | Board Member | — | ||
| MILTON WALLACK DDS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL MCCRAVEN | Executive Director | 12.5% of Rev | ||
| ERIK CLEMONS | Executive Director | 11.8% of Rev | ||
| GENEVIVE WALKER | CHIEF OPERATING OFFICER | 8.9% of Rev | ||
| CARLTON L HIGHSMITH | CHAIRMAN | — | ||
| CATHERINE E LAMARR ESQ | Treasurer | — | ||
| KEVIN A MYATT | Board President | — | ||
| ALEXIS N HIGHSMITH SMITH ESQ | Secretary | — | ||
| BISHOP THEODORE L BROOKS SR | Board Member | — | ||
| DANIEL CARON | Board Member | — | ||
| FRED MCKINNEY PHD | Board Member | — | ||
| MICHAEL A THOMAS ESQ | Board Member | — | ||
| MILTON WALLACK DDS | 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 CT 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 8.5% 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.