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
29
Score
Governance
45
Score
Financial
5
Score
Program
45
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 22.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 23.1% | 37 | Fragile | Recovery | |
| 2021 | — | — | 17.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 19.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 37 | Fragile | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Recovery | |
| 2011 | — | — | 35.3% | 24 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GREG BEHR | Board Member | — | ||
| MAYME BOYD | Board Member | — | ||
| MARCIA ESPINOLA GRIMES | Board Member | — | ||
| BARBARA HENGSTENBERG | Board Member | — | ||
| RICHARD HARBER | Board Member | — | ||
| LESLEY LANDIS | Board Member | — | ||
| ELISABETH LEWIS CORLEY | Board Member | — | ||
| GILDA MCDANIEL | Board President | — | ||
| SUE SZARY | Treasurer | — | ||
| ERICA BERRY | Secretary | — | ||
| HEATHER BUSTER | Board President | — | ||
| CHERYL CHAMBLEE | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHERYL CHAMBLEE | Artistic Director | 12.0% of Rev | ||
| SELBE BARTLETT | Board Member | 7.4% of Rev | ||
| GILDA MCDANIEL | Board President | — | ||
| ELISABETH LEWIS CORLEY | Treasurer | — | ||
| LESLEY LANDIS | Secretary | — | ||
| ROBERT SHI | Board Member | — | ||
| ERICA BERRY | Board Member | — | ||
| KELLY CLARK BOLDT | Board Member | — | ||
| MAYME BOYD | Board Member | — | ||
| HEATHER BUSTER | Board Member | — | ||
| MARTIN FROST | Board Member | — | ||
| KRISTI KERINS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHERYL CHAMBLEE | Executive Director | 11.9% of Rev | ||
| TAYLOR HOBBS | Board President | — | ||
| ELISABETH LEWIS CORLEY | Board Member | — | ||
| GILDA MCDANIEL | Secretary | — | ||
| SELBE BARTLETT | Treasurer | — | ||
| BETT WILSON FOLEY | Board Member | — | ||
| MARTIN FROST | Board Member | — | ||
| HEATHER BUSTER | Board Member | — | ||
| LESLIE LANDIS | Board Member | — | ||
| KAREN HOWARD | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAYLOR HOBBS | Board President | — | ||
| BETT WILSON FOLEY | Board President | — | ||
| SELBE BARTLETT | Treasurer | — | ||
| GILDA MCDANIEL | Secretary | — | ||
| ELISABETH LEWIS CORLEY | Board Member | — | ||
| KAREN HOWARD | Board Member | — | ||
| DANI JOHNSON | Board Member | — | ||
| LESLEY L LANDIS | Board Member | — | ||
| DAWN PORTER | Board Member | — | ||
| SUE SZARY | Board Member | — | ||
| MARTIN FROST | Board Member | — | ||
| HEATHER BUSTER | Board Member | — | ||
| TAYLOR HOBBS | Board President | — | ||
| BETT WILSON FOLEY | Board President | — | ||
| SELBE BARTLETT | Treasurer | — | ||
| GILDA MCDANIEL | Secretary | — | ||
| ELISABETH LEWIS CORLEY | Board Member | — | ||
| KAREN HOWARD | Board Member | — | ||
| DANI JOHNSON | Board Member | — | ||
| LESLEY L LANDIS | Board Member | — | ||
| DAWN PORTER | Board Member | — | ||
| SUE SZARY | Board Member | — | ||
| MARTIN FROST | Board Member | — | ||
| HEATHER BUSTER | 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
5 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
29 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NC with NTEE prefix A6.
Most-divergent component: financial score sits 32 points below the peer median (5 vs. 37).
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 22.6% 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.