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 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | — | 39 | Fragile | Stable Watch | |
| 2022 | — | — | — | 42 | Fragile | Recovery | |
| 2021 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 30 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 7.8% | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 51 | Fragile | Recovery | |
| 2015 | — | — | 8.4% | 36 | Financially Distressed | 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 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN KOPCHINSKI | Board Member | — | ||
| PAM DI'TOMASO | Board Member | — | ||
| KATIE HARRISON | Board Member | — | ||
| PAT BRITT | Board Member | — | ||
| AUGUSTA FOX | Board Member | — | ||
| DONNA FRANK | Board Member | — | ||
| JENNIE MEYERS | Board Member | — | ||
| TRACY SCOTT | Board Member | — | ||
| OLIVIA DEVORE | Board Member | — | ||
| Board President | — | |||
| Board President | — | |||
| Treasurer | — | |||
| Secretary | — | |||
| Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NICOLE CHEVES | Board Member | — | ||
| AUGUSTA FOX | Board Member | — | ||
| TRACY SCOTT | Board Member | — | ||
| PAM DITOMASO | Board Member | — | ||
| BARBE MORRIS BROWN | Board Member | — | ||
| LISA LAROCQUE | Board President | — | ||
| WILLIAM DURRELL | Treasurer | — | ||
| AMY EMERY | Secretary | — | ||
| PAT BRITT | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIE DUNN-BLOUGH | Board Member | — | ||
| INGRID ERWIN | Board Member | — | ||
| IVAN MATHENA | Board Member | — | ||
| BRYON CULBERTSON | Board Member | — | ||
| LESLIE HAAS | Board Member | — | ||
| BARBE MORRIS BROWN | Board Member | — | ||
| MEGAN M EARLY-SOPPA | Board Member | — | ||
| BRANTLEY GENTRY | Board President | — | ||
| WILLIAM DURRELL | Treasurer | — | ||
| BONNIE LYNCH | Secretary | — | ||
| PAT BRITT | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 97 other orgs in SC with NTEE prefix A6.
Most-divergent component: financial score sits 28 points below the peer median (5 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.
Overall score has gone from 32 → 31 over 5 years (declining by 1 points).
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.