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 | 6.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 8.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 7.3% | 40 | Fragile | Recovery | |
| 2021 | — | — | 8.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 8.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 6.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 5.8% | 36 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 6.9% | 36 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 5.5% | 36 | Financially Distressed | Recovery | |
| 2015 | — | — | 6.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 7.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 6.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 7.4% | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 10.1% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY JORDAN KINCAID END 21523 | EXECUTIVE DI | 6.0% of Rev | ||
| AMY JORDAN KINCAID | EXECUTIVE DI | 5.5% of Rev | ||
| LYNN GWYN | Board Member | — | ||
| SAM METZLER | Board Member | — | ||
| ADAM SEBASTIAN | Board Member | — | ||
| OWENS DANIELS | Board Member | — | ||
| BUD MARTIN | Board Member | — | ||
| KATIE WILLIAMS | Board Member | — | ||
| DOROTHY HURT | Board Member | — | ||
| ALEXANDER GERSHNER | Board Member | — | ||
| BRIDGET HAYES | Board Member | — | ||
| MARK JONES | Board Member | — | ||
| LAURANITA KATENDE | Board Member | — | ||
| KATIE LEFELER | Board Member | — | ||
| NIKKI MOORE | Board Member | — | ||
| TRENT WALL | Board Member | — | ||
| DAVID VALLIERE | Board President | — | ||
| KAREN MORRIS | Secretary | — | ||
| LYN WILLIAMS | Treasurer | — | ||
| RICHARD KELLY | IMMEDIATE PA | — | ||
| LAUREN DAVIS BEG 21523 | EXECUTIVE DI | — | ||
| KAREN MORRIS | Board Member | — | ||
| BERNADETTE WALLACE | Board Member | — | ||
| KELLEY GONDRING | Board Member | — | ||
| LYNN GWYN | Board Member | — | ||
| SAM METZLER | Board Member | — | ||
| JOAN SCHANCK | Board Member | — | ||
| ADAM SEBASTIAN | Board Member | — | ||
| DUNCAN LEWIS | Board Member | — | ||
| OWENS DANIELS | Board Member | — | ||
| BUD MARTIN | Board Member | — | ||
| KATIE WILLIAMS | Board Member | — | ||
| RICHARD KELLY | Board President | — | ||
| DANIEL YOHANNES | Secretary | — | ||
| DAVE VALLIERE | Treasurer | — | ||
| DOROTHY HURT | IMMEDIATE PA | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY JORDAN KINCAID | EXECUTIVE DI | 4.8% of Rev | ||
| ELIZABETH REPETTI | Board Member | — | ||
| BERNADETTE WALLACE | Board Member | — | ||
| ADAM SEBASTAIN | Board Member | — | ||
| JOAN SCHANCK | Board Member | — | ||
| SAM METZLER | Board Member | — | ||
| OWENS DANIELS | Board Member | — | ||
| LYNN GWYN | Board Member | — | ||
| KELLEY GONDRING | Board Member | — | ||
| KAREN MORRIS | Board Member | — | ||
| STERLING KELLY | Board President | — | ||
| DOROTHY HURT | IMMEDIATE PA | — | ||
| DAVE VALLIERE | Treasurer | — | ||
| DANIEL YOHANNES | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 23 other orgs in NC with NTEE prefix A4.
Most-divergent component: financial score sits 67 points below the peer median (0 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.
Overall score has gone from 34 → 34 over 5 years (stable by 0 points).
What's driving this score
- Comp-to-revenue ratio of 6.7% sits within the sector's healthy band (18–22%).
- 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.