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
34
Score
Governance
50
Score
Financial
5
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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 12.8% | 31 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 28.1% | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 26.1% | 24 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 21.5% | 31 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 20.5% | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 23.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 22.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 18.4% | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 19.9% | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 18.1% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Susan Nixon | Executive Director | 13.8% of Rev | ||
| Tyeshia Phelps | Board Member | — | ||
| Arlene Yates | Board Member | — | ||
| Kanika Griffin | Board Member | — | ||
| Kay Hall | Board Member | — | ||
| Barbara White | Board Member | — | ||
| Howard Williams | Board Member | — | ||
| Michelle Newsome | Board Member | — | ||
| Shavonna Boone | Board Member | — | ||
| Trisha Brickhouse | Board Member | — | ||
| Jared Jacavone | Board Member | — | ||
| Connie Brothers | Board Member | — | ||
| Cabe Speary | Board Member | — | ||
| Christina Reis | Board Member | — | ||
| Dina Hurdle | Board Member | — | ||
| Brandy Goodwin | Board Member | — | ||
| Wanda Stallings | Secretary | — | ||
| James Spaugh | Treasurer | — | ||
| Carole Sykes | Board President | — | ||
| Dee Spruce | Board President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Susan Nixon | Executive Director | 12.8% of Rev | ||
| Tyeshia Phelps | Board Member | — | ||
| Arlene Yates | Board Member | — | ||
| Kanika Griffin | Board Member | — | ||
| Kay Hall | Board Member | — | ||
| Barbara White | Board Member | — | ||
| Howard Williams | Board Member | — | ||
| Michelle Newsome | Board Member | — | ||
| Shavonna Boone | Board Member | — | ||
| Trisha Brickhouse | Board Member | — | ||
| Jared Jacavone | Board Member | — | ||
| Connie Brothers | Board Member | — | ||
| Melissa Fields | Board Member | — | ||
| Cabe Speary | Board Member | — | ||
| Christina Reis | Board Member | — | ||
| Dina Hurdle | Board Member | — | ||
| Wanda Stallings | Secretary | — | ||
| James Spaugh | Treasurer | — | ||
| Carole Sykes | Board President | — | ||
| Dee Spruce | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Susan Nixon | Executive Director | 13.1% of Rev | ||
| Dennet L Thomason | Treasurer | 10.1% of Rev | ||
| Cynthia Jones | Board Member | — | ||
| Joan White | Board Member | — | ||
| Allan Smith | Board Member | — | ||
| Sid Eley | Board Member | — | ||
| Perry Gurganus | Board Member | — | ||
| Arlene Yates | Board Member | — | ||
| Christine Dowdell | Board Member | — | ||
| Jennifer Finlay | Board Member | — | ||
| Gary Ray | Board Member | — | ||
| Kanika Griffin | Board Member | — | ||
| Kay Hall | Board Member | — | ||
| Janette Palumbo | Board Member | — | ||
| Melissa Fields | Board Member | — | ||
| Melanie Young | Board Member | — | ||
| Alexandria Diamond | Secretary | — | ||
| Jay Fortenbery | Board President | — | ||
| Lora Aples | Board President | — | ||
| Carole Sykes | Treasurer | — |
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
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
34 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in NC for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 12.8% 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.