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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 3.2% | 43 | Fragile | Recovery | |
| 2021 | — | — | 5.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 5.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 5.2% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 4.5% | 35 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 4.5% | 35 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 5.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 6.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 7.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 5.8% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HOKE BRUNSON | Board Member | — | ||
| AMANDA BURKHALTER | Treasurer | — | ||
| RALPH COWART | VICE PRESIDE | — | ||
| DELORES GROOMES DICKEY | Board Member | — | ||
| ROBERT FALLER | EXECUTIVE DI | — | ||
| RESSIE FULLER | Board Member | — | ||
| ELIZABETH WOMACK JOINER | Board Member | — | ||
| TRACY JOINER | Board President | — | ||
| BURNEY MARSH | Secretary | — | ||
| TRISH TOOTLE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RAHN HUTCHESON | EXECUTIVE DI | 4.5% of Rev | ||
| KELLY BERRY | Board President | — | ||
| HOKE BRUNSON | Board Member | — | ||
| BETH BURKE | Board Member | — | ||
| AMANDA BURKHALTER | Treasurer | — | ||
| RALPH COWART | Board Member | — | ||
| DELORES GROOMES DICKEY | Secretary | — | ||
| TRACY JOINER | Board Member | — | ||
| ELIZABETH WOMACK JOYNER | Board Member | — | ||
| BURNEY MARSH | VICE PRESIDE | — | ||
| TRISH TOOTLE | PAST PRESIDE | — | ||
| VIRGINIA ANNE FRANKLIN WATERS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RAHN HUTCHESON | EXECUTIVE DI | 4.5% of Rev | ||
| KELLY BERRY | Board President | — | ||
| HOKE BRUNSON | Board Member | — | ||
| BETH BURKE | Board Member | — | ||
| AMANDA BURKHALTER | Treasurer | — | ||
| RALPH COWART | Board Member | — | ||
| DELORES GROOMES DICKEY | Secretary | — | ||
| TRACY JOINER | Board Member | — | ||
| ELIZABETH WOMACK JOYNER | Board Member | — | ||
| BURNEY MARSH | VICE PRESIDE | — | ||
| TRISH TOOTLE | PAST PRESIDE | — | ||
| VIRGINIA ANNE FRANKLIN WATERS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RAHN HUTCHESON | EXECUTIVE DI | 5.5% of Rev | ||
| KELLY BERRY | VICE PRESIDE | — | ||
| HOKE BRUNSON | Board Member | — | ||
| BETH BURKE | Board Member | — | ||
| RALPH COWART | PAST PRESIDE | — | ||
| DELORES GROOMES DICKEY | Board Member | — | ||
| RESSIE FULLER | Secretary | — | ||
| TRACY JOINER | Board Member | — | ||
| ELIZABETH WOMACK JOYNER | Board Member | — | ||
| LINDA KIMSEY | Treasurer | — | ||
| BURNEY MARSH | Board Member | — | ||
| CORLISS REESE | Board Member | — | ||
| AMY JO RIGGS | Board Member | — | ||
| KRIS YAGER RUSHTON | Board Member | — | ||
| TRISH TOOTLE | Board President | — |
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
- 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.