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 | — | — | Unknown | — | |
| 2022 | — | — | 23.8% | 41 | Fragile | Gov Risk | |
| 2021 | — | — | 30.3% | 40 | Fragile | Gov Risk | |
| 2020 | — | — | 18.9% | 41 | Fragile | Recovery | |
| 2019 | — | — | 28.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 24.4% | 37 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 26.7% | 36 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 30.4% | 36 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 22.9% | 37 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 19.8% | 37 | Financially Distressed | Recovery | |
| 2013 | — | — | 30.4% | 28 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 24.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 25.3% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JESSIE FRANCIS | Treasurer | 10.3% of Rev | ||
| SONIA PITTS | Board Member | 9.8% of Rev | ||
| SONIA PITTS | Board Member | 9.0% of Rev | ||
| JESSIE FRANCIS | Treasurer | 8.9% of Rev | ||
| DEBBIE HARRIS | Secretary | 6.6% of Rev | ||
| DEBBIE HARRIS | Secretary | 6.3% of Rev | ||
| CONNIE FALCONE | Board President | — | ||
| EMILY DANCIU-GROSSO | Board Member | — | ||
| EMILY GRACE | Board Member | — | ||
| CINDY WOLFF | Board Member | — | ||
| SUZANNE HOSCH | BRD MBR THRU | — | ||
| DANIEL S HUFFENUS | Board Member | — | ||
| MELINDA MCLAUGHLIN | Board Member | — | ||
| CINDY WOLFF | Board Member | — | ||
| EMILY GRACE | Board Member | — | ||
| CONNIE FALCONE | Board President | — | ||
| BRENDA SINNERS | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sonia Pitts | Board Member | 9.1% of Rev | ||
| Jessie Francis | Treasurer | 9.1% of Rev | ||
| Debbie Harris | Secretary | 5.6% of Rev | ||
| Cindy Wolff | Board Member | — | ||
| Connie Falcone | Board Member | — | ||
| Suzanne Hosch | Board Member | — | ||
| Emily Danciu-Grosso | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jessie Francis | Treasurer | 9.0% of Rev | ||
| Sonia Pitts | Board Member | 8.4% of Rev | ||
| Debbie Harris | Secretary | 4.7% of Rev | ||
| Cindy Wolff | Board Member | — | ||
| Connie Falcone | Board Member | — | ||
| Leisa Rundquist | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 144 other orgs in NC with NTEE prefix A2.
Most-divergent component: financial score sits 42 points below the peer median (25 vs. 67).
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 23.8% 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:
- 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.