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 | Hidden | Hidden | 10.7% | 31 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 12.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 42 | Fragile | Recovery | |
| 2020 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2017 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tim Scott | Executive Director | 6.2% of Rev | ||
| Carly Lee | Treasurer | 3.5% of Rev | ||
| George Norton | Board President | — | ||
| Joe LeCluyse | Secretary | — | ||
| Jan Durwood | Board Member | — | ||
| Ron Lackey | Board Member | — | ||
| Melody Fugazzotto | Board Member | — | ||
| Stacey Gilman | Board Member | — | ||
| Jim Easley | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TIM SCOTT | Executive Director | 6.0% of Rev | ||
| CARLY LEE | Treasurer | 3.0% of Rev | ||
| GEORGE NORTON | Board President | — | ||
| DEBORAH HAYS | Secretary | — | ||
| GEORGE HARTER END SEPT 2022 | Board Member | — | ||
| JAN DURWOOD | Board Member | — | ||
| JOE LECLUYSE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAN DURWOOD | Board Member | — | ||
| DEBORAH HAYS | Board Member | — | ||
| GEORGE NORTON | Board President | — | ||
| STACY HANSEN MONTGOMERY | BOARD SECRET | — |
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 MO 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 10.7% 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.