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 | — | — | 18.1% | 24 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 21.9% | 28 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 24.2% | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 13.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Recovery | |
| 2015 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 47 | Fragile | Stable Watch | |
| 2013 | — | — | — | 47 | Fragile | Recovery | |
| 2012 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAULA FOGARTY | Executive Dir. | 17.7% of Rev | ||
| DAVID ALTSCHILLER | Board Member | — | ||
| CALVIN BARNES | Board President | — | ||
| JIM CARSWELL | Board Member | — | ||
| LAUREN HOLMEN | Board Member | — | ||
| ROBERT FAIRCLOTH | Board President | — | ||
| TOM GLASER | Board Member | — | ||
| DOLETTE MCDONALD | Board Member | — | ||
| TANYA MILTON | Board Member | — | ||
| COLIN SCHOFIELD | Board President | — | ||
| RUTH KEITH | Secretary | — | ||
| STEPHEN LYMAN | Board Member | — | ||
| JEFF TUCKER | Treasurer | — | ||
| MELODY RODRIGUEZ | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAULA FOGARTY | Executive Dir. | 16.1% of Rev | ||
| DAVID ALTSCHILLER | Board Member | — | ||
| CALVIN BARNES | Board President | — | ||
| FARRELL CLICK | Board Member | — | ||
| MARC DUNSTON | Board Member | — | ||
| ROBERT FAIRCLOTH | Board Member | — | ||
| TOM GLASER | Board Member | — | ||
| DOLETTE MCDONALD | Board Member | — | ||
| FRANK MENDELSON | Board Member | — | ||
| TANYA MILTON | Board Member | — | ||
| HOWARD PAUL | Board President | — | ||
| COLIN SCHOFIELD | Board President | — | ||
| RUTH KEITH | Secretary | — | ||
| STEPHEN LYMAN | Board Member | — | ||
| JEFF TUCKER | Treasurer | — | ||
| MELODY RODRIGUEZ | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAULA FOGARTY | EXECUTIVE DI | 8.6% of Rev | ||
| DAVID ALTSCHILLER | Board Member | — | ||
| CALVIN BARNES | Board Member | — | ||
| FARRELL CLICK | Board Member | — | ||
| MARC DUNSTON | Board Member | — | ||
| ROBERT FAIRCLOTH | Board Member | — | ||
| TOM GLASER | Board Member | — | ||
| KIM GUSBY | Board Member | — | ||
| DOLETTE MCDONALD | Board Member | — | ||
| FRANK MENDELSON | 2ND VICE PRE | — | ||
| TANYA MILTON | 1ST VICE PRE | — | ||
| HOWARD PAUL | BOARD PRESID | — | ||
| JUAN RODRIGUEZ | Board Member | — | ||
| COLIN SCHOFIELD | Board Member | — | ||
| RUTH KEITH | BOARD SECRET | — | ||
| STEPHEN LYMAN | Board Member | — | ||
| LUELLA SANDERS | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 209 other orgs in GA with NTEE prefix A6.
Most-divergent component: financial score sits 50 points below the peer median (5 vs. 55).
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 38 → 24 over 5 years (declining by 14 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 18.1% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.