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
28
Score
Governance
42
Score
Financial
5
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 27.7% | 28 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 23.0% | 33 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 18.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 16.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 10.3% | 35 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 10.8% | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 23.4% | 33 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 34.6% | 28 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 33.4% | 32 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 33.9% | 24 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Matara Hitchcock | Executive Producer | Hidden | ||
| Margeurite LeBlanc | Treasurer | Hidden | ||
| Susie Mallard Barnes | Board President | — | ||
| Kathy Hughes Langfield | Board President | — | ||
| David Rosenthal | Treasurer | — | ||
| Karen Sims-Harrell | Secretary | — | ||
| Erik Meyers | Board Member | — | ||
| Dr Kaye C Evans | Board Member | — | ||
| Adonya Hood | Board Member | — | ||
| Toby Mallik | Board Memeber | — | ||
| Amanda Scherle | Board Member | — | ||
| Michael Parker | Board Member | — | ||
| Haven Powell | Board Member | — | ||
| Keisha Williams | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jerry Sipp | Executive Producer | Hidden | ||
| Melissa Zeph | Former Exec Producer | Hidden | ||
| Marquerite LeBlanc | Treasurer | Hidden | ||
| Matara Hitchcock | Executive Producer | Hidden | ||
| Ann Bozek | Board President | — | ||
| Kathy Hughes Langfield | Board President | — | ||
| David Rosenthal | Treasurer | — | ||
| Adonya Hood | Secretary | — | ||
| Dr Kaye C Evans | Board Member | — | ||
| Susie Mallard Barnes | Board Member | — | ||
| Toby Mallik | Board Memeber | — | ||
| Lebone Moses | Board Member | — | ||
| Meredith Pope | Board Member | — | ||
| Haven Powell | Board Member | — | ||
| Karen Sims-Harrell | Board Member | — | ||
| Elizabeth Thomsen | Board Member | — | ||
| Keisha Williams | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Melissa Zeph | Executive Producer | Hidden | ||
| Jerry Sipp | Board Member | Hidden | ||
| Marguerite LeBlanc | Treasurer | Hidden | ||
| Obelia Exum | Board President | — | ||
| Bonny Moellenbrock | Treasurer | — | ||
| Ann Bozek-Davis | Secretary | — | ||
| Fredrik Carlegren | Board Member | — | ||
| Kate Day | Board Member | — | ||
| Dr Kaye Evans | Board Memeber | — | ||
| Jim Falanga | Board Member | — | ||
| Lebone Moses | Board Member | — | ||
| Meredith Pope | Board Member | — | ||
| Haven Powell | Board Member | — | ||
| Elizabeth Thomsen | Board Member | — | ||
| Sean Gargan | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Melissa Zeph | Executive Producer | Hidden | ||
| Marquerite LeBlanc | Treasurer | Hidden | ||
| Sean Gargan | Board President | — | ||
| Obelia Exum | Board President | — | ||
| Bonny Moellenbrock | Treasurer | — | ||
| Ann Bozek-Davis | Secretary | — | ||
| Jerry Sipp | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Melissa Zeph | Board Member | Hidden | ||
| Marquerite LeBlanc | Treasurer | Hidden | ||
| Jim Falanga | Board President | — | ||
| Marcia Mattox | Board President | — | ||
| Regina Brooks | Treasurer | — | ||
| Ann Bozek-Davis | Secretary | — | ||
| Jerry Sipp | 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
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
28 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 145 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 27.7% 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).
- Reduce top-officer compensation from 27.7% to under 22% of revenue — would move governance score by ~11 points.
Improving governance is a board decision. These are the levers.