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 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2023 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 39 | Fragile | Recovery | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WALKER BARNES | PAST PRESIDE | — | ||
| LAUREN BRAZEAL | Board Member | — | ||
| GRETCHEN BROWN | Secretary | — | ||
| HAL CANNON | CHAIRMAN | — | ||
| NATASHA COLLIE | Board Member | — | ||
| TY DAWSON | Treasurer | — | ||
| GEORGE DIXON | Board Member | — | ||
| JASON HILL | Board Member | — | ||
| HANNAH ST JAMES | Board Member | — | ||
| SARA KERSTETER | Board Member | — | ||
| MAGGIE MACDONALD | Board Member | — | ||
| MICHAEL ROACH | Board Member | — | ||
| AIMEE WISE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WALKER BARNES | Board President | — | ||
| GRETCHEN BROWN | Board Member | — | ||
| ALLYSON COCHRAN | VICE PRESIDE | — | ||
| DANNI DAWKINS | Board Member | — | ||
| MISTI HUDSON | Board Member | — | ||
| LEAH KENT | Board Member | — | ||
| TINA LYON | Secretary | — | ||
| KINDA MALLIS | Board Member | — | ||
| TOM NEDEROSTEK | Board Member | — | ||
| MICHAEL ROACH | Treasurer | — | ||
| ALEX SALEEBY | Board Member | — | ||
| ALISON REFSHAUGE | INTERIM EXEC | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAGE BAEHR | Board Member | — | ||
| WALKER BARNES | VICE PRESIDE | — | ||
| TIMOTHY BUSH | Board Member | — | ||
| CALVIN BYRD | Board Member | — | ||
| NANCY CORBIN | Secretary | — | ||
| MISTI HUDSON | Board President | — | ||
| LEAH KENT | Board Member | — | ||
| BLAKE KIRSCH | Board Member | — | ||
| SMITHA LEE | Board Member | — | ||
| TINA LYONS | Board Member | — | ||
| LINDA MALLIS | Board Member | — | ||
| ALLYSON MARKIEWICZ | Board Member | — | ||
| ADRIAN MEADOWS | Board Member | — | ||
| MICHAEL ROACH | Treasurer | — | ||
| ALEX SALEEBY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 130 other orgs in SC with NTEE prefix A6.
Most-divergent component: financial score sits 29 points below the peer median (15 vs. 44).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.