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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 8.0% | 39 | Fragile | Recovery | |
| 2022 | — | — | — | 37 | Fragile | Recovery | |
| 2021 | — | — | 5.7% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 8.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 4.6% | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 41 | Fragile | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEATHER WAYNE | Board President | 6.8% of Rev | ||
| BARBARA MATTISON | Treasurer | — | ||
| KATIE MILLER | Board Member | — | ||
| HEATHER RUDELL | Treasurer | — | ||
| ERIN SHAW | Secretary | — | ||
| KELLEY TRIPPE | VICE PRESIDE | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEATHER WAYNE | Board President | 8.0% of Rev | ||
| JORDAN DOUGLAS | Board Member | — | ||
| BARBARA MATTISON | Treasurer | — | ||
| HEATHER RUDELL | Treasurer | — | ||
| ERIN SHAW | Secretary | — | ||
| KELLEY TRIPPE | VICE PRESIDE | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEATHER WAYNE | Board President | 3.9% of Rev | ||
| BLAIR BABINEAUX | Board Member | — | ||
| BARBARA MATTISON | Treasurer | — | ||
| HEATHER RUDELL | Treasurer | — | ||
| ERIN SHAW | Secretary | — | ||
| KELLEY TRIPPE | VICE PRESIDE | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEATHER WAYNE | Board President | 6.5% of Rev | ||
| HEATHER WAYNE | Board President | 4.6% of Rev | ||
| BARBARA MATTISON | Board Member | — | ||
| HEATHER RUDELL | Treasurer | — | ||
| TEENA STINESPRING | Secretary | — | ||
| KELLEY TRIPPE | VICE PRESIDE | — | ||
| BLAIR BABINEAUX | Board Member | — | ||
| JORDAN HOPKINS | Board Member | — | ||
| BARBARA MATTISON | Treasurer | — | ||
| HEATHER RUDELL | VICE PRESIDE | — | ||
| TEENA STINESPRING | Secretary | — | ||
| GREG TROXELL | 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: program score sits 15 points above the peer median (45 vs. 30).
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 8.0% sits within the sector's healthy band (18–22%).
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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.