Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
38
Score
Governance
55
Score
Financial
10
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 5.2% | 38 | Financially Distressed | Stable Watch | |
| 2022 | — | — | 5.8% | 38 | Financially Distressed | Recovery | |
| 2021 | — | — | 5.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 5.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 5.6% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 5.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 5.9% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 6.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 5.9% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHERRY DEVRIES | Executive Director | 4.7% of Rev | ||
| TABITHA CONCEPCION | Board President | — | ||
| GERAUD STATON | Board President | — | ||
| EMRIC JORGENSEN | Treasurer | — | ||
| MIKE WOODARD | Secretary | — | ||
| ADAM ALLEGRINI | Board President | — | ||
| SHEILA CROSBY | Board Member | — | ||
| LORI BLAKE-REID | Board Member | — | ||
| IAN BROWN | Board Member | — | ||
| STEPHEN VALENTINE | Board Member | — | ||
| JOSE CRUZ | Board Member | — | ||
| DAN ELLISON | Board Member | — | ||
| CHANDRA GUINN | Board Member | — | ||
| KENNETH HINTON | Board Member | — | ||
| CHELSEA COOK | Board Member | — | ||
| MARJORIE PIERSON | Board Member | — | ||
| MARYAH SMITH-OVERMAN | Board Member | — | ||
| WADE WALCUTT | Board Member | — | ||
| ELIZABETH WIENER | Board Member | — | ||
| DR CONSTANZA GOMEZ-JOINES | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHERRY DEVRIES | Executive Director | 4.1% of Rev | ||
| BARON TYMAS | Board President | — | ||
| RICK GRANT | Board President | — | ||
| JANENE TOMPKINS | Board President | — | ||
| PETER WOOLDRIDGE | Board President | — | ||
| EMRIC JORGENSEN | Treasurer | — | ||
| TABITHA CONCEPCION | Secretary | — | ||
| DR CONSTANZA GOMEZ-JOINES | Board President | — | ||
| ADAM ALLEGRINI | Board Member | — | ||
| SUSAN AMEY | Board Member | — | ||
| ANTONIO ARCE | Board Member | — | ||
| LORI BLAKE-REID | Board Member | — | ||
| EUGENE BROWN | Board Member | — | ||
| HEIDI CARTER | Board Member | — | ||
| NANCY CLAPP-CHANNING | Board Member | — | ||
| CHANDRA GUINN | Board Member | — | ||
| KENNETH HINTON | Board Member | — | ||
| MARK-ANTHONY MIDDLETON | Board Member | — | ||
| MARJORIE PIERSON | Board Member | — | ||
| GERAUD STATON | Board Member | — | ||
| WADE WALCUTT | Board Member | — | ||
| ELIZABETH WIENER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHERRY DEVRIES | Executive Director | 4.1% of Rev | ||
| DR CONSTANZA GOMEZ-JOINES | Board President | — | ||
| BARON TYMAS | Board President | — | ||
| JANENE TOMPKINS | Board President | — | ||
| ADAM ALLEGRINI | Treasurer | — | ||
| NANCY CLAPP-CHANNING | Secretary | — | ||
| MICHAEL WOODARD | Board President | — | ||
| ANTONIO ARCE | Board Member | — | ||
| LORI BLAKE-REID | Board Member | — | ||
| EUGENE BROWN | Board Member | — | ||
| HEIDI CARTER | Board Member | — | ||
| TABITHA CONCEPCION | Board Member | — | ||
| RICK GRANT | Board Member | — | ||
| CHANDRA GUINN | Board Member | — | ||
| KENNETH HINTON | Board Member | — | ||
| EMRIC JORGENSEN | Board Member | — | ||
| CHRIS MESECAR | Board Member | — | ||
| MARJORIE PIERSON | Board Member | — | ||
| CHARLIE REECE | Board Member | — | ||
| WADE WALCUTT | Board Member | — | ||
| ELIZABETH WIENER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHERRY DEVRIES | EXECUTIVE DI | 4.3% of Rev | ||
| ADAM ALLEGRINI | Treasurer | — | ||
| LORI BLAKE-REID | Board Member | — | ||
| EUGENE BROWN | Board Member | — | ||
| HEIDI CARTER | Board Member | — | ||
| NANCY CLAPP-CHANNING | Secretary | — | ||
| TABITHA CONCEPCION | Board Member | — | ||
| DR CONSTANZA GOMEZ-JOINES | Board President | — | ||
| RICK GRANT | Board Member | — | ||
| CHANDRA GUINN | Board Member | — | ||
| SCOTT HILL | Board Member | — | ||
| RICK JORGENSEN | Board Member | — | ||
| CHRIS MESECAR | Board Member | — | ||
| RHONDA PARKER | Board Member | — | ||
| CHARLIE REECE | Board Member | — | ||
| JANENE TOMPKINS | Board President | — | ||
| BARON TYMAS | Board President | — | ||
| ELIZABETH WEINER | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
10 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
38 / 100
Priority Review
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
- Comp-to-revenue ratio of 5.2% 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.