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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 22.5% | 35 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 25.6% | 28 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 34.8% | 24 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 29.6% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 22.9% | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 24.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 24.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 24.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 19.4% | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 18.0% | 41 | Fragile | Stable Watch | |
| 2013 | — | — | 23.5% | 37 | Fragile | Gov Risk | |
| 2012 | — | — | 20.4% | 37 | Fragile | Recovery | |
| 2011 | — | — | 22.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2009 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID M WOLFF | Artistic Director | 23.2% of Rev | ||
| KATHLEEN C WILFORD | CHAIRMAN OF BOARD | — | ||
| JANIE GOULD | Board Member | — | ||
| GREG COLLINS | Board Member | — | ||
| JOHN SAPP | Secretary | — | ||
| ALAN KANE | Board Member | — | ||
| C FOSTER BROWN | Board Member | — | ||
| ROBERT DEGANGE | Treasurer | — | ||
| ALAN BERANEK | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID M WOLFF | Artistic Director | 22.5% of Rev | ||
| KATHLEEN C WILFORD | CHAIRMAN OF BOARD | — | ||
| JANIE GOULD | Board Member | — | ||
| GREG COLLINS | Treasurer | — | ||
| JOHN SAPP | Secretary | — | ||
| ALAN KANE | Board Member | — | ||
| C FOSTER BROWN | Board Member | — | ||
| ROBERT DE GANGE | Board Member | — | ||
| ALAN BERANEK | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID M WOLFF | Artistic Director | 22.3% of Rev | ||
| DAVID M WOLFF | Artistic Director | 21.7% of Rev | ||
| KATHLEEN C WILFORD | CHAIRMAN OF BOARD | — | ||
| JANIE GOULD | Board Member | — | ||
| GREG COLLINS | Treasurer | — | ||
| JOHN SAPP | Secretary | — | ||
| ALAN KANE | Board Member | — | ||
| C FOSTER BROWN | Board Member | — | ||
| ROBERT DEGRANGE | Board Member | — | ||
| ALAN BERANEK | Board Member | — | ||
| KATHLEEN C WILFORD | CHAIRMAN OF BOARD | — | ||
| JANIE GOULD | Board Member | — | ||
| GREG COLLINS | ROBERT DEGRANGE | — | ||
| TREASURER | Board Member | — | ||
| AMANDA PAULL | Secretary | — | ||
| C FOSTER BROWN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID M WOLFF | Artistic Director | 21.7% of Rev | ||
| KATHLEEN C WILFORD | CHAIRMAN OF BOARD | — | ||
| JANIE GOULD | Board Member | — | ||
| GREG COLLINS | ROBERT DEGRANGE | — | ||
| TREASURER | Board Member | — | ||
| AMANDA PAULL | Secretary | — | ||
| C FOSTER BROWN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 145 other orgs in NC with NTEE prefix A6.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
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 22.5% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Two consecutive years of deficit spending.
- 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.