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 | 10.2% | 38 | Financially Distressed | Decline Risk | |
| 2023 | — | — | 9.4% | 44 | Fragile | Stable Watch | |
| 2021 | — | — | 9.5% | 44 | Fragile | Recovery | |
| 2020 | — | — | 35.3% | 24 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 23.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 23.2% | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 26.8% | 30 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 30.8% | 32 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 28.7% | 32 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 25.2% | 38 | Governance-Stressed | Gov Risk | |
| 2013 | — | — | 22.4% | 39 | Fragile | Gov Risk | |
| 2012 | — | — | 19.8% | 41 | Fragile | Stable Watch | |
| 2011 | — | — | 21.3% | 41 | Fragile | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOUGLAS LABRECQUE | EXECUTIVE DI | 10.2% of Rev | ||
| TIM HONG | Board Member | — | ||
| KIM CHRONOS | Board Member | — | ||
| TONYA MILLER | Board Member | — | ||
| JOHANNA FOSTER | Secretary | — | ||
| GLENN GRIFFITH | Treasurer | — | ||
| RIEZL BAKER | Board Member | — | ||
| BEN NORTHROP | Board Member | — | ||
| MARGIE EDDY-FORBES | Board Member | — | ||
| BARRY SELVIDGE | CHAIRMAN | — | ||
| CHRIS GRIFFITH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Douglas Labrecque | Executive Director | 10.6% of Rev | ||
| Tim Hong | Board Member | — | ||
| Leslie Flint | Board Member | — | ||
| Tanya Miller | Board Member | — | ||
| Sharlene Fife | Board Member | — | ||
| Shannon Osborne | Board Member | — | ||
| Riezl Baker | Board Member | — | ||
| Dennis Crosby | Board Member | — | ||
| Margie Eddy-Forbes | Chairman | — | ||
| Alan Welch | Treasurer | — | ||
| Wendy O'Toole | Secretary | — | ||
| Chris Griffith | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tim Hong | Board Member | — | ||
| Leslie Flint | Board Member | — | ||
| Mike Miller | Board Member | — | ||
| Sharlene Pigg | Board Member | — | ||
| Shannon Osborne | Board Member | — | ||
| Riezl Baker | Board Memeber | — | ||
| Dennis Crosby | Board Member | — | ||
| Margie Eddy-Forbes | Chairman | — | ||
| Alan Welch | Treasurer | — | ||
| Wendy OToole | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 34 other orgs in GA with NTEE prefix A2.
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.
What's driving this score
- Comp-to-revenue ratio of 10.2% 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.