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 | — | — | — | 40 | Fragile | Stable Watch | |
| 2022 | — | — | — | 43 | Fragile | Recovery | |
| 2021 | — | — | — | 40 | Fragile | Decline Risk | |
| 2020 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 3.5% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 1.4% | 35 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 2.0% | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 0.8% | 35 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lindsey Terrell | Board Member | 3.2% of Rev | ||
| Julie Amani | Treasurer | 1.5% of Rev | ||
| Carol Woodell | Board President | — | ||
| Jim Graves | Board President | — | ||
| Clarissa Farrell | Secretary | — | ||
| Clark Coppola | Board Member | — | ||
| Darrell Foushee | Board Member | — | ||
| Jordan Puryear | Board Member | — | ||
| Susan Reinecke | Board Member | — | ||
| Aubrey Grifith-Zill | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JIM GRAVES | Board Member | — | ||
| JORDAN PURYEAR | Board Member | — | ||
| ANDREW BRANAN | Board Member | — | ||
| SUSAN REINECKE | Board Member | — | ||
| CLARK COPPOLA | Board Member | — | ||
| CAROL WOODELL | Board President | — | ||
| DARRELL PHILLIP FOUSHEE | Board President | — | ||
| LISSA FARRELL | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLY LOWRY | Board Member | — | ||
| DARRELL PHILLIP FOUSHEE | Board Member | — | ||
| JORDAN PURYEAR | Board Member | — | ||
| ANDREW BRANAN | Board Member | — | ||
| SUSAN REINECKE | Board Member | — | ||
| CLARK COPPOLA | Board Member | — | ||
| CAROL WOODELL | Board President | — | ||
| JIM GRAVES | Board President | — | ||
| LISSA FARRELL | Secretary | — | ||
| CHARLY LOWRY | Board Member | — | ||
| DARRELL PHILLIP FOUSHEE | Board Member | — | ||
| JORDAN PURYEAR | Board Member | — | ||
| ANDREW BRANAN | Board Member | — | ||
| SUSAN REINECKE | Board Member | — | ||
| CLARK COPPOLA | Board Member | — | ||
| CAROL WOODELL | Board President | — | ||
| JIM GRAVES | Board President | — | ||
| LISSA FARRELL | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 37 other orgs in NC with NTEE prefix A2.
Most-divergent component: program score sits 25 points above the peer median (60 vs. 35).
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.