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 | — | — | 28.2% | 22 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 23 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 21.1% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 12.1% | 35 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2012 | — | — | 4.6% | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MAVIA HARDIMAN | Board Member | — | ||
| MARY ANN MOORE | Board Member | — | ||
| PASTOR DEREK SCOBY | Board Member | — | ||
| ANGELA SCOBY | Board Member | — | ||
| DR GLORIA ANDERSON | Board President | — | ||
| GARLAND PRUITT | Board President | — | ||
| VIVIANETTE LEWIS | Secretary | — | ||
| DR ROSEMARY HARKINS | Treasurer | — | ||
| EZEKIEL JENKINS | Board Member | — | ||
| DR KEITH HARDIMAN | Board Member | — | ||
| HORACE STEVENSON | Board Member | — | ||
| MARK TEMPLE | Board Member | — | ||
| ANITA ARNOLD | Executive Director | — | ||
| ERIKA ARBERTHA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MAVIA HARDIMAN | Board Member | — | ||
| EZEKIEL JENKINS | Board Member | — | ||
| ANGELA SCOBEY | Board Member | — | ||
| MARK TEMPLE | Board Member | — | ||
| HORACE STEVENSON | Board Member | — | ||
| DR KEITH HARDIMAN | Board Member | — | ||
| PASTOR DERRICK SCOBEY | Board Member | — | ||
| MARY ANN MOORE | Board Member | — | ||
| ERIKA ARBERTHA | Board Member | — | ||
| ANITA G ARNOLD | Executive Director | — | ||
| DR ROSEMARY HARKINS | Treasurer | — | ||
| GARLAND PRUITT | Board President | — | ||
| DR GLORIA ANDERSON | Board President | — | ||
| VIVIANETTE LEWIS | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANITA G ARNOLD | Executive Director | — | ||
| DR ROSEMARY HARKINS | Treasurer | — | ||
| DR NORMA SIMPSON | Secretary | — | ||
| DR GLORIA ANDERSON | Board President | — | ||
| DR ZELDRA BRYANT | Board Member | — | ||
| GARLAND PRUITT | Board President | — | ||
| CHERYL JACKSON | Board Member | — | ||
| DR WINSTON PRESCOTT | Board Member | — | ||
| EZEKIEL JENKINS | DIRCTOR | — | ||
| MAVIA HARDEMAN | Board Member | — | ||
| VIVIANETTE LEWIS | Board Member | — | ||
| DR KEITH HARDIMAN | Board Member | — | ||
| HORACE STEVENSON | Board Member | — | ||
| MARK TEMPLE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 13 other orgs in OK with NTEE prefix A2.
Most-divergent component: financial score sits 36 points below the peer median (0 vs. 36).
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 35 → 22 over 5 years (declining by 13 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 28.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Reduce top-officer compensation from 28.2% to under 22% of revenue — would move governance score by ~12 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.