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 | — | 33 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 16.7% | 32 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 5.4% | 40 | Financially Distressed | Recovery | |
| 2020 | — | — | 8.1% | 29 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 41 | Fragile | Decline Risk | |
| 2015 | — | — | — | 49 | Fragile | Recovery | |
| 2014 | — | — | — | 41 | Fragile | Stable Watch | |
| 2013 | — | — | — | 41 | Fragile | Recovery | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID MASTELLER | Board President | 4.7% of Rev | ||
| MARTIN LESCH | Board Member | 2.8% of Rev | ||
| LAVON STEVENS | Board Member | 2.0% of Rev | ||
| JAMES BERRY | Board Member | 1.6% of Rev | ||
| KELLI LESCH | Board Member | 1.5% of Rev | ||
| JACKSON EVANS | Board Member | 1.0% of Rev | ||
| KEVIN BALES | Board Member | 0.8% of Rev | ||
| DAVID CARTER | Board Member | 0.2% of Rev | ||
| JOHN GAGETTA | Treasurer | — | ||
| PAUL LANDRY | Board Member | — | ||
| KORT MASTELLER | Board Member | — | ||
| GERALD MIGLIACCIO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID MASTELLER | Board President | 3.2% of Rev | ||
| KELLI LESCH | Board Member | 1.3% of Rev | ||
| JAMES BERRY | Board Member | 0.3% of Rev | ||
| KEVIN BALES | Board Member | — | ||
| DAVID CARTER | Board Member | — | ||
| JACKSON EVANS | Board Member | — | ||
| JOHN GAGETTA | Treasurer | — | ||
| PAUL LANDRY | Board Member | — | ||
| MARTIN LESCH | Board Member | — | ||
| KORT MASTELLER | Board Member | — | ||
| GERALD MIGLIACCIO | Board Member | — | ||
| LAVON STEVENS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID MASTELLER | Board President | 1.9% of Rev | ||
| JACKSON EVANS | Board Member | — | ||
| JOHN GAGETTA | Treasurer | — | ||
| PAUL LANDRY | Board Member | — | ||
| KELLI LESCH | Board Member | — | ||
| MARTIN LESCH | Board Member | — | ||
| KORT MASTELLER | Board Member | — | ||
| GERALD MIGLIACCIO | Board Member | — | ||
| CHRISTINA RANDALL | Board Member | — | ||
| LAVON STEVENS | Board Member | — | ||
| KEVIN BALES | Board Member | — | ||
| JAMES BERRY | Board Member | — | ||
| KAREN DAVIES | Secretary | — |
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 SC with NTEE prefix A6.
Most-divergent component: program score sits 33 points above the peer median (60 vs. 27).
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 35 → 33 over 5 years (declining by 2 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.