Acute Stabilization
What does this mean?
A successful crisis intervention. After hitting the Priority Review risk tier, the organization demonstrates consecutive years of Financial Score recovery paired with Governance Score improvement.
The Path Forward
The Dawn
Institutionalizes the emergency protocols that saved the organization. It locks in new, rigorous governance policies to prevent a relapse into crisis.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | 7.7% | 40 | Fragile | Recovery | |
| 2023 | — | — | 11.4% | 35 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 18.4% | 25 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 23.7% | 43 | Fragile | Recovery | |
| 2020 | — | — | 27.0% | 20 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sarah Lynn Hayes | Board President | — | ||
| William Terwilliger | Board President | — | ||
| Jeffery Sligh | Board President | — | ||
| Thomas Hildreth | Board Member | — | ||
| Nicki Nash | Secretary | — | ||
| Michael Baker | Board Member | — | ||
| William Easley | Board Member | — | ||
| Elda Franklin | Board Member | — | ||
| Gale DiGiorgio | Board Member | — | ||
| Bo Redmond | Treasurer | — | ||
| Michael Smith | Board President | — | ||
| Betty Plumb | Board Member | — | ||
| Trina Ricks | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sarah Lynn Hayes | Board President | — | ||
| William Terwilliger | Board President | — | ||
| Jeffery Sligh | Board President | — | ||
| Thomas Hildreth | Board Member | — | ||
| Bessie Meeks | Secretary | — | ||
| Robert Breakfield | Board Member | — | ||
| William Easley | Board Member | — | ||
| Elda Franklin | Board Member | — | ||
| Al Leonard | Board Member | — | ||
| Bo Redmond | Treasurer | — | ||
| Michael Smith | Board Member | — |
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: financial score sits 19 points below the peer median (25 vs. 44).
5-year trend: Acute Stabilization
A successful crisis intervention. After hitting the Priority Review risk tier, the organization demonstrates consecutive years of Financial Score recovery paired with Governance Score improvement.
Overall score has gone from 20 → 40 over 5 years (improving by 20 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 7.7% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.