Acute Stabilization
What does this mean?
A successful crisis intervention. After hitting the Priority Review risk tier, the organization demonstrates consecutive years of Financial Score recovery paired with Governance Score improvement.
The Path Forward
The Dawn
Institutionalizes the emergency protocols that saved the organization. It locks in new, rigorous governance policies to prevent a relapse into crisis.
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 | — | — | Unknown | — | |
| 2023 | — | — | 4.3% | 43 | Fragile | Stable Watch | |
| 2022 | — | — | 4.1% | 43 | Fragile | Recovery | |
| 2021 | — | — | 29.0% | 26 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 6.9% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 38 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VICKI HUDSON | Executive Director | 4.5% of Rev | ||
| VICKI HUDSON | Executive Director | 4.3% of Rev | ||
| SCOTT M NISWONGER | Board President | — | ||
| ROBIN SHEPHERD | Secretary | — | ||
| LOREN G PLUCKER | Treasurer | — | ||
| CARLA BEWLEY | Board Member | — | ||
| BILL BROWN | Board Member | — | ||
| STEVE STARNES | Board Member | — | ||
| SCOTT M NISWONGER | Board President | — | ||
| ROBIN SHEPHERD | Secretary | — | ||
| LOREN G PLUCKER | Treasurer | — | ||
| CARLA BEWLEY | Board Member | — | ||
| BILL BROWN | Board Member | — | ||
| STEVE STARNES | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VICKI HUDSON | Executive Director | 4.0% of Rev | ||
| VICKI HUDSON | Executive Director | 4.0% of Rev | ||
| SCOTT M NISWONGER | Board President | — | ||
| ROBIN SHEPHERD | Secretary | — | ||
| LOREN G PLUCKER | Treasurer | — | ||
| CARLA BEWLEY | Board Member | — | ||
| BILL BROWN | Board Member | — | ||
| STEVE STARNES | Board Member | — | ||
| SCOTT M NISWONGER | Board President | — | ||
| ROBIN SHEPHERD | Secretary | — | ||
| LOREN G PLUCKER | Treasurer | — | ||
| CARLA BEWLEY | Board Member | — | ||
| BILL BROWN | Board Member | — | ||
| STEVE STARNES | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VICKI HUDSON | Executive Director | 4.1% of Rev | ||
| SCOTT M NISWONGER | Board President | — | ||
| ROBIN SHEPHERD | Secretary | — | ||
| LOREN G PLUCKER | Treasurer | — | ||
| CARLA BEWLEY | Board Member | — | ||
| BILL BROWN | Board Member | — | ||
| STEVE STARNES | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 129 other orgs in TN with NTEE prefix A6.
Most-divergent component: financial score sits 45 points below the peer median (20 vs. 65).
5-year trend: Acute Stabilization
A successful crisis intervention. After hitting the Priority Review risk tier, the organization demonstrates consecutive years of Financial Score recovery paired with Governance Score improvement.
What's driving this score
- Comp-to-revenue ratio of 4.3% 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.