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 | Hidden | Hidden | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 28 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 28 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOE TACKETT | Executive Director | 78.4% of Rev | ||
| JACK DEVER | Board President | — | ||
| RUTH JOSECK | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CINDY S MCGHEE | Board President | — | ||
| JAMES DOUGLAS | Secretary | — | ||
| TIM QUINLAN | Treasurer | — | ||
| JACK DEVER | Board President | — | ||
| JOE TACKETT | Executive Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CINDY S MCGHEE | Board President | — | ||
| STEVE THOMPSON | Board President | — | ||
| JAMES DOUGLAS | Secretary | — | ||
| TIM QUINLAN | Treasurer | — | ||
| JOE TACKETT | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CINDY S MCGHEE | Board President | — | ||
| STEVE THOMPSON | Board President | — | ||
| JAMES DOUGLAS | Secretary | — | ||
| TIM QUINLAN | Treasurer | — | ||
| JOE TACKETT | Executive Director | — |
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 WV 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.