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 | — | — | 16.5% | 33 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | 24.2% | 31 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 30.4% | 22 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 22.0% | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 16.2% | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 27.8% | 28 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 41 | Fragile | Recovery | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 41 | Fragile | Recovery | |
| 2011 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHY HUPP | Board Member | — | ||
| ARISA KUSUMI SULLIVAN | Board Member | — | ||
| JEN STONE | Board Member | — | ||
| JOSHUA COLLINS | Board Member | — | ||
| CHELSEA MAIER | Board Member | — | ||
| KIP KELLY | Board Member | — | ||
| LAURA JUEL | Board Member | — | ||
| KERA YOUNKER | Board Member | — | ||
| MITZI CHOATE | Board Member | — | ||
| JULIA WORKMAN | Board President | — | ||
| FLORENCE SMITH | Treasurer | — | ||
| JEFF BERST | Board President | — | ||
| JOHN CLAUDE BEMIS | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN CLAUDE BEMIS | Board Member | — | ||
| SUHER ADI | Board Member | — | ||
| JEANETTA HOPKINS | Board Member | — | ||
| JEFF BERST | Board Member | — | ||
| KATE BRILAKIS | Board Member | — | ||
| CHELSEA MAIER | Board Member | — | ||
| SARAH HALIHAN SMITH | Secretary | — | ||
| CATHLEEN TURNER | Board Member | — | ||
| JOSHUA COLLINS | Board President | — | ||
| DON NORMAN | Treasurer | — | ||
| DAVID HAYES | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Torey S Mishoe | Executive Director | 19.5% of Rev | ||
| Torey S Mishoe | Board Member | 10.3% of Rev | ||
| Mollie Thomas | Board Member | 1.5% of Rev | ||
| Chris Meazell | Board President | — | ||
| Michael Winger | Board President | — | ||
| Joshua Collins | Board President | — | ||
| Anna Linvill | Treasurer | — | ||
| David Hays | Secretary | — | ||
| John Claude Bemis | Board Member | — | ||
| William Davis | Board Member | — | ||
| Ali Givens | Board Member | — | ||
| Jeanetta Hopkins | Board Member | — | ||
| Cathleen Turner | Board Member | — | ||
| David Hays | Board President | — | ||
| Doris Friend | Board President | — | ||
| Joshua Collins | Board President | — | ||
| Anna Linvill | Secretary | — | ||
| Merle Williams | Treasurer | — | ||
| John Claude Bemis | Board Member | — | ||
| William Davis | Board Member | — | ||
| Diane Edwards | Board Member | — | ||
| Ali Givens | Board Member | — | ||
| Jeanetta Hopkins | Board Member | — | ||
| Chris Meazell | Board Member | — | ||
| Luba Sawczyn | Board Member | — | ||
| Cathleen Turner | Board Member | — | ||
| Bill Whitmore | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 5 other orgs in NC with NTEE prefix A4.
Most-divergent component: program score sits 10 points above the peer median (45 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 16.5% sits within the sector's healthy band (18–22%).
- 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.