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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 9.4% | 30 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 6.8% | 32 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 11.5% | 26 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 10.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 7.3% | 30 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 8.5% | 30 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 9.3% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HOGAN ALLEN | Treasurer | — | ||
| MATT ALLEN | Board Member | — | ||
| MARY ATCHLEY | Board President | — | ||
| ELBERT BIVINS | Board President | — | ||
| ANTHONY CLOY | Secretary | — | ||
| WENDY COLLINGS | Board Member | — | ||
| JAY DEAN | Artistic Director | — | ||
| MERINA HANSEN | Board Member | — | ||
| MARK HENRY | Board Member | — | ||
| ROBERT JONES | Board President | — | ||
| NIC LOTT | Board Member | — | ||
| KAREN MORRIS | Board Member | — | ||
| SCOTT NEWTON | Board Member | — | ||
| SHARON PRATT | Board Member | — | ||
| MONA REDDY | Board Member | — | ||
| ORA REED | Board Member | — | ||
| BARBARA TRAVIS | Board Member | — | ||
| DAVID TRIGIANI | Board Member | — | ||
| SHANNON WARNOCK | Board Member | — | ||
| LYNN WENTWORTH | Board President | — | ||
| MEGAN WEST | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HOGAN ALLEN | Treasurer | — | ||
| MATT ALLEN | Board Member | — | ||
| MARY ATCHLEY | Board Member | — | ||
| MARY ATCHLEY | Board Member | — | ||
| ELBERT BIVINS | Board President | — | ||
| ANTHONY CLOY | Secretary | — | ||
| PAM CONFER | Board Member | — | ||
| ELIZABETH CULBERTSON | Board Member | — | ||
| JAY DEAN | Artistic Director | — | ||
| MERINA HANSEN | Board Member | — | ||
| MARK HENRY | Board Member | — | ||
| NICK LOTT | Board Member | — | ||
| ROBERT MORGAN | Board Member | — | ||
| KAREN MORRIS | Board Member | — | ||
| SCOTT NEWTON | Board Member | — | ||
| SHARON PRATT | Board Member | — | ||
| MONA REDDY | Board Member | — | ||
| ORA REED | Board Member | — | ||
| PAM SMITH | Board Member | — | ||
| WENDY THOMPSON | Board Member | — | ||
| BARBARA TRAVIS | Board Member | — | ||
| DAVID TRIGIANI | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 29 other orgs in MS with NTEE prefix A6.
Most-divergent component: financial score sits 37 points below the peer median (0 vs. 37).
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.
Overall score has gone from 29 → 29 over 5 years (stable by 0 points).
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.