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 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2022 | Hidden | Hidden | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 15.0% | 29 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 10.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 11.6% | 29 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 17.2% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 16.7% | 23 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 20.1% | 21 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 14.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 20.0% | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 15.8% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID COUEY | Treasurer | — | ||
| FRANCIS M ERVIN II | Board President | — | ||
| CHRISTOPHER MORGAN | VICE PRESIDE | — | ||
| JONATHAN OAKMAN | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID COUEY | Treasurer | — | ||
| FRANCIS M ERVIN II | Board President | — | ||
| CHRISTOPHER MORGAN | VICE PRESIDE | — | ||
| JONATHAN OAKMAN | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARA LEEPSON | EXECUTIVE DI | Hidden | ||
| DAVID COUEY | Treasurer | — | ||
| FRANCIS M ERVIN II | Board President | — | ||
| CHRISTOPHER MORGAN | VICE PRESIDE | — | ||
| JONATHAN OAKMAN | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARA LEEPSON | EXECUTIVE DIR. | Hidden | ||
| FRANCIS M ERVIN II | Board President | — | ||
| JONATHAN OAKMAN | Secretary | — | ||
| MEGHAN WHITE | Board Member | — | ||
| CHRISTOPHER MORGAN | Board President | — | ||
| BUFF ROSS | Board Member | — | ||
| DAVID COUEY | Treasurer | — | ||
| AMY BARRETT | Board Member | — | ||
| JULIA DECKMAN | Board Member | — | ||
| BARB MONTGOMERY | BOARD STUDIO ARTIST REPRESENTATIVE | — | ||
| KATE RITCHIE | BOARD STUDIO ARTIST REPRESENTATIVE | — | ||
| ANDREW TEW | Board Member | — | ||
| KASSANDRA VON | Board Member | — |
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 SC 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.
- 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.