Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
34
Score
Governance
42
Score
Financial
25
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 27.8% | 34 | Critical Intervention Needed | Gov Risk | |
| 2023 | Hidden | Hidden | 25.8% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 26.3% | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 27.6% | 27 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 35.5% | 21 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 18.6% | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 22.6% | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 39 | Fragile | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARRY STEVENS | Executive Director | 27.8% of Rev | ||
| MELISSA KIPER BALDWIN | Board President | — | ||
| TYLER BAUGH | Treasurer | — | ||
| LEONARD CLARK | Board Member | — | ||
| KELLI COLE | Board Member | — | ||
| WILLIAM COPELAND | Chairman | — | ||
| DAPHANIE DAILEY | Board Member | — | ||
| CHRISTIANE DRIELING | Board Member | — | ||
| TALITHA SMITH ELLIOTT | Board Member | — | ||
| JESSICA RAINWATER-GRIGSON | Board Member | — | ||
| SARAH HOFFMAN | Board Member | — | ||
| SARA BETH HOWARD | Board Member | — | ||
| ASHLEY HUBENTHAL | Board Member | — | ||
| REBECKAH LAWRENCE | Board Member | — | ||
| BRITTANY LINER | Board President | — | ||
| JESSICA LOUGUE | Secretary | — | ||
| LINDSEY LOWE | Board Member | — | ||
| KELSEA MCCRARY | Board Member | — | ||
| CHEYENNE MCCURDY | Board Member | — | ||
| LACY MILETELLO | Board Member | — | ||
| WENDY NAPOLI | Board Member | — | ||
| LINDA O'NEAL | Board President | — | ||
| GRACIE OUCHLEY | Board Member | — | ||
| DYLAN SANDERS | Board Member | — | ||
| JESSICA SLAUGHTER | Board Member | — | ||
| CHERYL SUTTON | Board Member | — | ||
| RONNIE WALKER | Board President | — | ||
| SHANNON WARREN | Board Member | — | ||
| CARMEN WRIGHT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Barry Stevens | Board President | 33.5% of Rev | ||
| Georgia Street | Board Member | — | ||
| Michael Sawyer | Board Member | — | ||
| Lenece Laseter Cavalier | Board Member | — | ||
| Linda O'Neal | Board Member | — | ||
| June Cooper | Board Member | — | ||
| William Copeland | Board Member | — | ||
| Naomi Cordill | Board Member | — | ||
| Lauren Davis | Board Member | — | ||
| Aleta Eley | Board Member | — | ||
| Amy Keifenheim | Board Member | — | ||
| Melissa Kiper | Board Member | — | ||
| Adrienne Wells | Board Member | — | ||
| Cassie Livingston | Board Member | — | ||
| Nadia Morris | Board Member | — | ||
| Pam Morrison | Board Member | — | ||
| Kara Platt | Board Member | — | ||
| Sarah Sierveld | Board Member | — | ||
| Hillary Sirmon | Board Member | — | ||
| Cheryl Sutton | Board Member | — | ||
| Jason Tiser | Board Member | — | ||
| Courtney Wetzel | Board Member | — | ||
| Jay Yates | Board Member | — | ||
| Ashley West | Board President | — | ||
| Brandi Cole | Secretary | — | ||
| Debora Colvin | Chairman | — | ||
| Malcolm Oakley | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Barry Stevens | Board President | 26.2% of Rev | ||
| Adrienne LaFrance Wells | Board President | — | ||
| Michael Sawyer | Board President | — | ||
| Ashley West | Chairman | — | ||
| Brandi Cole | Secretary | — | ||
| Debora Colvin | Board President | — | ||
| Chris Hyde | Treasurer | — | ||
| Linda O'Neal | Board President | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
25 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
34 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 50 other orgs in LA with NTEE prefix A6.
Most-divergent component: program score sits 12 points above the peer median (45 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.
What's driving this score
- Comp-to-revenue ratio of 27.8% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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 27.8% to under 22% of revenue — would move governance score by ~12 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.