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 | — | — | 7.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 6.8% | 38 | Financially Distressed | Recovery | |
| 2021 | — | — | 6.2% | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | 1.8% | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 6.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 7.5% | 40 | Financially Distressed | Recovery | |
| 2017 | — | — | 6.3% | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2011 | — | — | 17.4% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERRI O'NEIL | EXECUTIVE DI | 6.7% of Rev | ||
| AMY WILLIAMS | EXECUTIVE DI | 1.1% of Rev | ||
| PHYLLIS ALBERTSON | Secretary | — | ||
| CAROL BELL | Board Member | — | ||
| CAROLYN BROWN | Board Member | — | ||
| PATRICIA CLARK | Board Member | — | ||
| STACI DONEGAN | Board Member | — | ||
| NINA EIDELL | Board Member | — | ||
| RACHEL FIELDS | Board Member | — | ||
| RICHARD FOSTER | Board Member | — | ||
| KENNETH BUD GREEN | Board President | — | ||
| DR JOEL GREENBERG | Board Member | — | ||
| LYON JEMISON | Board Member | — | ||
| DIANA LANGER | Board Member | — | ||
| PHYLLIS ALBERTSON | Secretary | — | ||
| SCOTT LAURETTI | CHAIRMAN | — | ||
| CAROL BELL | Board Member | — | ||
| MAREK LEWANDA | Board Member | — | ||
| CAROLYN BROWN | Board Member | — | ||
| ROGER MOSS | Board Member | — | ||
| STACI DONEGAN | Board Member | — | ||
| DAPHNE NASH | Board Member | — | ||
| NINA EIDELL | EXECUTIVE CO | — | ||
| SAMIR NIKOCEVIC | Board Member | — | ||
| RACHEL FIELDS | Board Member | — | ||
| TERRI O'NEIL | Board Member | — | ||
| KENNETH BUD GREEN | Treasurer | — | ||
| KELLEY B PARKER | Board Member | — | ||
| LYON JEMISON | Board Member | — | ||
| WIM SALIEN | Treasurer | — | ||
| SCOTT LAURETTI | Board President | — | ||
| MICHAEL THAMES | Board Member | — | ||
| MAREK LEWANDA | Board Member | — | ||
| SUSAN WHITAKER | Board Member | — | ||
| ROGER MOSS | Board Member | — | ||
| RHEGAN WHITE-CLEMM | Board President | — | ||
| DAPHNE NASH | Board Member | — | ||
| KELLEY B PARKER | Board Member | — | ||
| RENEE PORTELL | Board Member | — | ||
| CINDY PRUTZMAN | Board Member | — | ||
| SUSAN WHITAKER | EXECUTIVE CO | — | ||
| RHEGAN WHITE-CLEMM | CHAIRMAN | — | ||
| MEL WHITEHEAD | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 123 other orgs in GA 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 34 → 34 over 5 years (stable by 0 points).
What's driving this score
- Comp-to-revenue ratio of 7.8% 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.