Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
35
Score
Governance
50
Score
Financial
0
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 35 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR JAD ARIDI | Board Member | — | ||
| CHUCK BOUDREAUX | Board Member | — | ||
| CHARLES CORNAY | Board Member | — | ||
| TRAVIS CORNAY | MMEBER | — | ||
| TONIO CUTRERA | EXECUTIVE VI | — | ||
| KOHLIE FRANTZEN | PAST PRESIDE | — | ||
| RYAN FURBY | MMEBER | — | ||
| DR DEE GARRETT | Secretary | — | ||
| KIMI HARGRAVE | Board Member | — | ||
| JACQULINE HETTICH | Board Member | — | ||
| DEREK HOY | Board Member | — | ||
| JULIE ISENBERG | Board Member | — | ||
| DR BERNARD JAFFE | Board Member | — | ||
| CHARLES BOUSTANY JR | Board Member | — | ||
| D HUNTER PERRET | Board Member | — | ||
| JONATHAN RAUSH | Board Member | — | ||
| ROBERT SCHACHT | Board President | — | ||
| STEPHANIE WEST | Treasurer | — | ||
| ANDRE WILLIAMS | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAUREN BAKER | Board Member | — | ||
| EDWARD BAROUSEE | RECORDING SE | — | ||
| CHUCK BOUDREAUX | Board Member | — | ||
| KYLE BRANIFF | Board Member | — | ||
| KOHLIE FRANTZEN | Vice President | — | ||
| DR DEE GARRETT | Secretary | — | ||
| DR KENNETH HABETZ | Board Member | — | ||
| NADIA DE LA HOUSSAYE | Board Member | — | ||
| CECELIA HOYT | Treasurer | — | ||
| JALESA JONES | Board Member | — | ||
| NANCY LOEWER | Board Member | — | ||
| ANDREA LOEWY | Board Member | — | ||
| DR NAHLA DAHR MALEK | Board Member | — | ||
| D HUNTER PERRET | Board Member | — | ||
| ROBERT SCHACHT | Board Member | — | ||
| CINDY VEILLON-MATTEI | Board President | — | ||
| ANDRE WILLIAMS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAUREN BAKER | Board Member | — | ||
| KEN BERNARD | Board Member | — | ||
| CHUCK BOUDREAUX | Board Member | — | ||
| RYAN DOMENGEAUX | Board Member | — | ||
| KOHLIE FRANTZEN | Board Member | — | ||
| DR DEE GARRETT | Board Member | — | ||
| MOLLY GOFORTH | Board Member | — | ||
| DR NAHLA DAHR MALEK | Board Member | — | ||
| VERNON MORET | Board President | — | ||
| STEPHEN MORROW | Board Member | — | ||
| SCOTT MYERS | Board Member | — | ||
| CECILE TAUZIN | Board Member | — | ||
| BOBBY THIBODEAUX | Board Member | — | ||
| CINDY VEILLON-MATTEI | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAUREN BAKER | Board Member | — | ||
| CHUCK BOUDREAUX | Board Member | — | ||
| RYAN DOMENGEAUX | Board Member | — | ||
| DR DEE GARRETT | Board Member | — | ||
| MOLLY GOFORTH | Board Member | — | ||
| DEREK HOY | Secretary | — | ||
| CHERRIE PICCIONE LEBLANC | Board Member | — | ||
| VERNON MORET | Board President | — | ||
| STEPHEN MORROW | Board Member | — | ||
| SCOTT MYERS | Board Member | — | ||
| CHRISTINE PAYTON | Board Member | — | ||
| DR SANGEETA SHAH | PAST PRESIDE | — | ||
| JEANIE SIMON-DOMINGUE | Board Member | — | ||
| CECILE TAUZIN | Board Member | — | ||
| ROBERT THIBODEAUX | Board Member | — | ||
| CINDY VEILLON-MATTEI | Treasurer | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
35 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 98 other orgs in LA with NTEE prefix A6.
Most-divergent component: financial score sits 58 points below the peer median (0 vs. 58).
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.