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 | — | — | 4.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 6.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 8.3% | 35 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 27.1% | 35 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 16.4% | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 3.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 3.8% | 38 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 4.1% | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | 4.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 5.2% | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 4.9% | 42 | Fragile | Stable Watch | |
| 2013 | — | — | 4.7% | 42 | Fragile | Recovery | |
| 2012 | — | — | — | 51 | Fragile | Decline Risk | |
| 2011 | — | — | — | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL CHESTER | Executive Director | 4.7% of Rev | ||
| JOEL DENTON | Board President | — | ||
| ALEXIS YATUZIS-DERRYBERRY | Secretary | — | ||
| J R BAKER | Board President | — | ||
| LAFE COOK | Board President | — | ||
| LINZIE MULLINS | Board President | — | ||
| ADRIAN MACLIN | Board President | — | ||
| LORI MCDERMOTT | Board President | — | ||
| BENJAMIN EASLEY | Board President | — | ||
| FRANK ZIMMERER | Board President | — | ||
| REGGIE COLEMAN | Board President | — | ||
| DAVID AYDELOTT | Board President | — | ||
| NOLA JONES | Board President | — | ||
| REGINALD MCDONALD | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Chester | Executive Director | 4.7% of Rev | ||
| Anna Laura Williams | Board Member | 1.2% of Rev | ||
| Alexis Yatuzis-Derryberry | Board President | — | ||
| Dian Eddleman | Secretary | — | ||
| Anna Maria Miller | Board Member | — | ||
| Christopher Dye | Board Member | — | ||
| Franklin Willis | Board Member | — | ||
| Jacob Campos | Board Member | — | ||
| Jason Whitson | Board Member | — | ||
| Jody Blake | Board Member | — | ||
| Loneka Wilkinson Battiste | Board Member | — | ||
| Robert Bryant | Board Member | — | ||
| Ryan Fisher | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Chester | Executive Director | 4.7% of Rev | ||
| Anna Laura Williams | Board Member | 1.3% of Rev | ||
| Alexis Yatuzis-Derryberry | Board President | — | ||
| Ryan Fisher | Board President | — | ||
| Lafe Cook | Board President | — | ||
| Dian Eddleman | Secretary | — | ||
| Franklin Willis | Board Member | — | ||
| Jason Whitson | Board Member | — | ||
| Anna Maria Miller | Board Member | — | ||
| Jacob Campos | Board Member | — | ||
| Robert Bryant | Board Member | — | ||
| Jody Blake | Board Member | — | ||
| Loneka Battiste | Board Member | — | ||
| Christopher Dye | 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 TN 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 4.8% 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.