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
44
Score
Governance
55
Score
Financial
25
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
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 | — | — | 8.8% | 44 | Fragile | Stable Watch | |
| 2023 | — | — | 6.8% | 44 | Fragile | Recovery | |
| 2022 | — | — | 8.3% | 40 | Financially Distressed | Recovery | |
| 2021 | — | — | 7.5% | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | 9.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 8.6% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 5.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 7.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 5.5% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 6.7% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 6.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 5.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 5.2% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sherry Freeman | Executive Director | 8.8% of Rev | ||
| Greg Alexander | Board President | — | ||
| Nancy Choate | Board Member | — | ||
| Carolyn Cunningham | Board Member | — | ||
| Sandra Dee | Board Member | — | ||
| Mike Farris | Treasurer | — | ||
| Anita Hamilton | Board Member | — | ||
| Cecilia Hammond | Board Member | — | ||
| William Hutchinson | Board Member | — | ||
| Lee Eddleman | Board Member | — | ||
| Celia Jordan | Board Member | — | ||
| Bill Kipp | Board President | — | ||
| Jessica Salonus | Secretary | — | ||
| Mary Jane McWherter | Board Member | — | ||
| Roger Smith | Board President | — | ||
| Darlette Samuels | Board Member | — | ||
| Greg Stuart | Board Member | — | ||
| Keith Taylor | Board Member | — | ||
| Ted Austin | Board Member | — | ||
| Laura Nord | Board Member | — | ||
| Joanna Priester | Board Member | — | ||
| Molly Rheney | Board Member | — | ||
| Kay Wilkes | Board President | — | ||
| RE Butts | Board Member | — | ||
| Charles Baldwin | Board Member | — | ||
| Kathryn Swindle | Board Member | — | ||
| Tyler Swindle | Board Member | — | ||
| Brenda Whalley | Board Member | — | ||
| Mona Campbell | Board Member | — | ||
| Val Exum | Board Member | — | ||
| Bryan Sparks | Board Member | — | ||
| Kathy Watts | Board Member | — | ||
| Bill White | Board Member | — | ||
| Stan Harris | Board Member | — | ||
| Nancy McMahon | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHERRY FREEMAN | EXECUTIVE DI | 7.5% of Rev | ||
| CAROL KIRKLAND | PAST PRESIDE | — | ||
| STAN HARRIS | Board President | — | ||
| NANCY MCMAHON | Secretary | — | ||
| LEONIE HEFLEY | Treasurer | — | ||
| GREG ALEXANDER | Board President | — | ||
| NANCY CHOATE | Board Member | — | ||
| CAROLYN CUNNINGHAM | Board Member | — | ||
| SANDRA DEE | Board Member | — | ||
| MIKE FARRIS | Board Member | — | ||
| ANITA HAMILTON | GOVERNANCE | — | ||
| CECILIA HAMMOND | Board Member | — | ||
| WILLIAM HUTCHINSON | Board Member | — | ||
| LEE EDDLEMAN | Board Member | — | ||
| CELIA JORDAN | Board Member | — | ||
| BILL KIPP | Board Member | — | ||
| JESSICA SALONUS | Board Member | — | ||
| MARY JANE MCWHERTER | Board Member | — | ||
| ROGER SMITH | Board Member | — | ||
| DARLETTE SAMUELS | Board Member | — | ||
| GREG STUART | Board Member | — | ||
| KEITH TAYLOR | Board Member | — | ||
| LEANNE BRADDOCK | Board Member | — | ||
| TONY WOODS | Board Member | — | ||
| TED AUSTIN | Board Member | — | ||
| LAURA NORD | Board Member | — | ||
| JOANNA PRIESTER | Board Member | — | ||
| MOLLY RHENEY | Board Member | — | ||
| KAY WILKES | PATRON | — | ||
| RE BUTTS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHERRY FREEMAN | EXECUTIVE DI | 6.5% of Rev | ||
| SHERRY FREEMAN | EXECUTIVE DI | 5.8% of Rev | ||
| CAROL KIRKLAND | Board President | — | ||
| STAN HARRIS | Board President | — | ||
| CAROL KIRKLAND | Board President | — | ||
| NANCY MCMAHON | Secretary | — | ||
| STAN HARRIS | Board President | — | ||
| LEONIE HEFLEY | Treasurer | — | ||
| DUSTIN SUMMERS | IMMED PAST P | — | ||
| GREG ALEXANDER | DEVELOP. CHA | — | ||
| NANCY MCMAHON | Secretary | — | ||
| JOHN ALLEN | Board Member | — | ||
| LEONIE HEFLEY | Treasurer | — | ||
| STEVE BOWERS | Board Member | — | ||
| GREG ALEXANDER | Board Member | — | ||
| MONA CAMPBELL | Board Member | — | ||
| JOHN ALLEN | Board Member | — | ||
| CAROLYN CUNNINGHAM | Board Member | — | ||
| STEVE BOWERS | Board Member | — | ||
| SANDRA DEE | Board Member | — | ||
| MONA CAMPBELL | Board Member | — | ||
| MIKE FARRIS | Board Member | — | ||
| CAROLYN CUNNINGHAM | Board Member | — | ||
| ANITA HAMILTON | Board Member | — | ||
| SANDRA DEE | Board Member | — | ||
| CECILIA HAMMOND | Board Member | — | ||
| MIKE FARRIS | Board Member | — | ||
| WILLIAM HUTCHINSON | Board Member | — | ||
| ANITA HAMILTON | Board Member | — | ||
| KATHLEEN HUNEYCUTT | Board Member | — | ||
| CECILIA HAMMOND | Board Member | — | ||
| CELIA JORDAN | Board Member | — | ||
| WILLIAM HUTCHINSON | Board Member | — | ||
| GREG JORDAN | Board Member | — | ||
| KATHLEEN HUNEYCUTT | Board Member | — | ||
| BILL KIPP | Board Member | — | ||
| CELIA JORDAN | Board Member | — | ||
| PAT MANN | Board Member | — | ||
| GREG JORDAN | Board Member | — | ||
| MARY JANE MCWHERTER | Board Member | — | ||
| BILL KIPP | Board Member | — | ||
| VIKKI NEBLETT | Board Member | — | ||
| CARL KIRKLAND | Board Member | — | ||
| ELIANE REESE | Board Member | — | ||
| PAT MANN | Board Member | — | ||
| JESSICA SALONUS | Board Member | — | ||
| MARY JANE MCWHERTER | Board Member | — | ||
| DARLETTE SAMUELS | Board Member | — | ||
| VIKKI NEBLETT | Board Member | — | ||
| FRANNIE SMITH | Board Member | — | ||
| ELIANE REESE | Board Member | — | ||
| GREG STUART | Board Member | — | ||
| JESSICA SALONUS | Board Member | — | ||
| TYLER SWINDLE | Board Member | — | ||
| DARLETTE SAMUELS | Board Member | — | ||
| JAN TEER | Board Member | — | ||
| FRANNIE SMITH | Board Member | — | ||
| LORIE WHITE | Board Member | — | ||
| GREG STUART | Board Member | — | ||
| TONY WOODS | Board Member | — | ||
| TYLER SWINDLE | Board Member | — | ||
| JAN TEER | Board Member | — | ||
| LORIE WHITE | Board Member | — | ||
| TONY WOODS | 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
25 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
44 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 45 other orgs in TN with NTEE prefix A6.
Most-divergent component: program score sits 25 points above the peer median (60 vs. 35).
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
- Comp-to-revenue ratio of 8.8% 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.