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 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2021 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | 2.1% | 30 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 21.9% | 30 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 15.9% | 34 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 12.6% | 39 | Fragile | Recovery | |
| 2016 | — | — | 16.9% | 24 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 12.5% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 4.1% | 38 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 4.1% | 38 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 49 | Fragile | Stable Watch | |
| 2011 | — | — | — | 49 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONNIE CHAMBLISS | Board Member | — | ||
| MICHAEL COBBS | Board Member | — | ||
| LENA COLLINS | Board Member | — | ||
| DERRICK COURT | Board Member | — | ||
| RYAN ENGLAND | Board Member | — | ||
| ERIN FUNDERBURK | Board Member | — | ||
| STEPHEN GROSS | Board Member | — | ||
| JOEY HOUSE | Board Member | — | ||
| JENNIFER JONES | Board Member | — | ||
| MATTHEW KELSO | Board Member | — | ||
| MAT LIPSCOMB | Board Member | — | ||
| MELANIE OZBURN | Board Member | — | ||
| CHRISTY ROBERTS | Board Member | — | ||
| DONNA WIERONSKI | EXECUTIVE PR | — | ||
| GINGER WILSON | Board Member | — | ||
| GINGER ARMISTEAD | BOARD CHAIRM | — | ||
| ASHLEY KIRK | Secretary | — | ||
| ASHLEY MCCORMACK | VICE CHAIRMA | — | ||
| BETH SNOW | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WHITNEY BRANAN | Board Member | — | ||
| DONNIE CHAMBLISS | Board Member | — | ||
| MAT LIPSCOMB | Board Member | — | ||
| MELANIE OZBURN | Board Member | — | ||
| CHRISTY ROBERTS | Board Member | — | ||
| DONNA WIERONSKI | Board Member | — | ||
| GINGER WILSON | Board Member | — | ||
| GINGER ARMISTEAD | BOARD CHAIRM | — | ||
| ASHLEY KIRK | Secretary | — | ||
| ASHLEY MCCORMACK | VICE CHAIRMA | — | ||
| BETH SNOW | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MELANIE OZBURN | Board Member | 1.6% of Rev | ||
| ASHLEY MCCORMACK | VICE CHAIRMAN | 1.0% of Rev | ||
| WHITNEY BRANAN | Board Member | 0.5% of Rev | ||
| MAT LIPSCOMB | Board Member | — | ||
| GINGER WILSON | Board Member | — | ||
| CHRISTY ROBERTS | Board Member | — | ||
| DONNA WIERONSKI | Board Member | — | ||
| DONNIE CHAMBLISS | Board Member | — | ||
| BETH SNOW | Treasurer | — | ||
| ASHLEY KIRK | Secretary | — | ||
| GINGER ARMISTEAD | CHAIRMAN | — |
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 30 → 29 over 5 years (declining by 1 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.