Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
34
Score
Governance
50
Score
Financial
5
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 39 | Fragile | Recovery | |
| 2021 | — | — | 20.9% | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 12.2% | 35 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 11.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 10.3% | 25 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 5.6% | 30 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 21.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 18.3% | 37 | Fragile | Recovery | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALISON COE | Board Member | — | ||
| PHILIP RUBIN GRAVES | Board Member | — | ||
| AMANDA PRUNKARD | Treasurer | — | ||
| DEREK GRUELL | Board Member | — | ||
| THERESA GARBE | Board President | — | ||
| CHERYL FITZGERALD | PLAYERS REP | — | ||
| GABRIEL GOUNARIS | Board Member | — | ||
| THERESA HAYES | Secretary | — | ||
| SUSAN LAMBERT | Board President | — | ||
| SCOTT JEFFRESS | Board Member | — | ||
| JEFF ANDERSON | Board Member | — | ||
| JUSTIN WALLER | Board Member | — | ||
| SARAH LANE | Executive Director | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| THERESA GARBE | Board President | — | ||
| THERESA HAYES | Board Member | — | ||
| GABRIEL GOUNARIS | Board Member | — | ||
| SUSAN LAMBERT | Board Member | — | ||
| ALISON COE | Board Member | — | ||
| JUSTIN WALLER | Board Member | — | ||
| GUY MAULDIN | Board Member | — | ||
| SETH GRAVES | Board Member | — | ||
| SCOTT JEFFRESS | Secretary | — | ||
| KARYL MAIER | Treasurer | — | ||
| DEREK GRUELL | Board Member | — | ||
| CHERYL FITZGERALD | PLAYERS REP | — | ||
| KATIE HALLENBECK | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATIE HALLENBECK | Executive Director | 10.2% of Rev | ||
| TOM SCHWAB | Board Member | — | ||
| THERESA GARBE | Board Member | — | ||
| JERRY GREENE | Board Member | — | ||
| LYNN BROWN | Board Member | — | ||
| DAVID KALWINSKI | Board Member | — | ||
| LEANNE SHAVER | Board Member | — | ||
| SCOTT JEFFRESS | Secretary | — | ||
| JAMES CULP | Board President | — | ||
| CHERYLONDA FITZGERALD | PLAYERS REP | — | ||
| KARYL MAIER | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATIE HALLENBECK | GENERAL MANAGER | 10.2% of Rev | ||
| DAVID KALWINSKI | Board Member | — | ||
| THERESA GARBE | Board Member | — | ||
| LYNN BROWN | Board Member | — | ||
| SCOTT JEFFRESS | Board Member | — | ||
| JERRY GREENE | Board Member | — | ||
| ART HARRIS | Board Member | — | ||
| BETTY JEAN BENSON | Board Member | — | ||
| DAVID KALWINSKI | Board Member | — | ||
| JAMES CULP | Board Member | — | ||
| KARYL MAIER | Board Member | — | ||
| LEANNE SHAVER | Board President | — | ||
| CHERYL FITZGERALD | PLAYERS REP | — | ||
| ROBERT TURPIN | Secretary | — | ||
| TOM SCHWAB | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GUY MAULDIN | Board President | — | ||
| ROBERT COOK | Board Member | — | ||
| BETTY JEAN BENSON | Board Member | — | ||
| LEWIS SONGER | Board President | — | ||
| LEANNE SHAVER | Board Member | — | ||
| ART HARRIS | Board Member | — | ||
| BETTY MOORE | Secretary | — | ||
| DAVID KALWINSKI | Board Member | — | ||
| CHERYL FITZGERALD | PLAYERS REP | — | ||
| ROBERT TURPIN | Board Member | — | ||
| TOM SCHWAB | Treasurer | — | ||
| LYNN BROWN | Board Member | — | ||
| GARLAND YOUNG | Board Member | — | ||
| NANCY FLUGRATH | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
34 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 130 other orgs in TN with NTEE prefix A6.
Most-divergent component: financial score sits 60 points below the peer median (5 vs. 65).
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.