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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 15.5% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 39 | Fragile | Stable Watch | |
| 2021 | — | — | — | 39 | Fragile | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 9.4% | 30 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 15.5% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 11.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 11.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 12.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 11.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 11.8% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARQUES BROWN | Executive Director | 15.5% of Rev | ||
| MARQUES BROWN | Executive Director | 15.5% of Rev | ||
| RACHEL CRENSHAW | Board Member | 2.6% of Rev | ||
| ROBYN SHARP | Board President | — | ||
| DR JAMES BO ADAMS | Board President | — | ||
| RHEA CLIFT | Board President | — | ||
| SHELLEY CARR | Secretary | — | ||
| HAL BECKHAM | Treasurer | — | ||
| KATIE OGDEN | Board Member | — | ||
| TERESA JORDAN | Board Member | — | ||
| CHRIS BADZIOCH | Board Member | — | ||
| RAY BERGIN | Board Member | — | ||
| MITCHELL DEAN | Board Member | — | ||
| BRANDY MILLER | Board Member | — | ||
| CJ THOMAS | Board Member | — | ||
| JANICE TOSHACH | Board Member | — | ||
| TODD WALSH | Board Member | — | ||
| DONNA CHANDLER NEWMAN | Board Member | — | ||
| ANGELA HARRIS HAYNES | Board Member | — | ||
| ROBYN SHARP | Board President | — | ||
| DR JAMES BO ADAMS | Board President | — | ||
| RHEA CLIFT | Board President | — | ||
| KATIE OGDEN | Secretary | — | ||
| RAY BERGIN | Treasurer | — | ||
| SHELLEY CARR | PARLIAMENTARIAN | — | ||
| DONNA CHANDLER NEWMAN | Board President | — | ||
| DAVID CALVIN | Board Member | — | ||
| HAL BECKHAM | Board Member | — | ||
| MITCHELL DEAN | Board Member | — | ||
| BRANDY MILLER | Board Member | — | ||
| MEREDITH SERNA | Board Member | — | ||
| JANICE TOSHACH | Board Member | — | ||
| TODD WALSH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERESA JORDON | Board President | — | ||
| HAL BECKHAM | PARLIAMENTARIAN | — | ||
| TODD WALSH | Board Member | — | ||
| DONNA CHANDLER NEWMAN | Secretary | — | ||
| KELLY LUTTRELL | Treasurer | — | ||
| JENNIFER SISSON | Board Member | — | ||
| JUSTIN ENTZMINGER | Board Member | — | ||
| JULIE SCARPACE | Board Member | — | ||
| PAUL SCOTT | Board Member | — | ||
| TIANA WOODEN | Board Member | — | ||
| RODERICK MOTLEY | Board Member | — | ||
| ROBYN SHARP | Board President | — | ||
| SHELLEY CARR | Board Member | — | ||
| EILEEN KUO | Board Member | — | ||
| ANDY SAUNDERS | Board Member | — | ||
| JANICE TOSHACH | Board Member | — |
Score breakdown
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: financial score sits 28 points below the peer median (10 vs. 38).
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 15.5% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.