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 | Hidden | Hidden | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 9.0% | 30 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 7.6% | 30 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 6.2% | 30 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 10.5% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 10.5% | 31 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 8.9% | 32 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 11.0% | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 11.7% | 24 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 6.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 8.4% | 40 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NAJIAWA ANDERSON | Secretary | — | ||
| DR AUDREY ARONA | Board Member | — | ||
| AMY BRAY | Board President | — | ||
| SCOTT BRITT | Treasurer | — | ||
| HOWARD CARTER | Board Member | — | ||
| DR ELIZABETH CHAFFIN | Board Member | — | ||
| BRIAN WIRE | VICE PRESIDE | — | ||
| LORI WIRE | Artistic Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR AUDREY ARONA | Board Member | — | ||
| AMY BRAY | Board Member | — | ||
| HOWARD CARTER | Board Member | — | ||
| KATHIE DAVIS | Board Member | — | ||
| GAIL FRANGOULIS | Secretary | — | ||
| RENEE GRAHAM | Board Member | — | ||
| ALISON LEMAY | Board Member | — | ||
| QUENTIN MOSES | Board Member | — | ||
| TERESA SNYDER | Treasurer | — | ||
| BRIAN WIRE | Board President | — | ||
| LORI WIRE | Artistic Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR AUDREY ARONA | Board Member | — | ||
| AMY BRAY | Board Member | — | ||
| HOWARD CARTER | Board Member | — | ||
| KATHIE DAVIS | Board Member | — | ||
| GAIL FRANGOULIS | Secretary | — | ||
| RENEE GRAHAM | Board Member | — | ||
| ALISON LEMAY | Board Member | — | ||
| QUENTIN MOSES | Board Member | — | ||
| TERESA SNYDER | Treasurer | — | ||
| BRIAN WIRE | Board President | — | ||
| LORI WIRE | Artistic Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GAIL FRANGOULIS | SCHOOL DIREC | 11.1% of Rev | ||
| AMY BRAY | Board Member | — | ||
| RENEE GRAHAM | Board President | — | ||
| QUENTIN MOSES | Board President | — | ||
| TERESA SNYDER | Treasurer | — | ||
| BRIAN WIRE | Board Member | — | ||
| LORI WIRE | Artistic Director | — |
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.
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.