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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 28.8% | 30 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 39.0% | 22 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 25.1% | 30 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 49.7% | 22 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 22.3% | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 39 | Fragile | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Recovery | |
| 2014 | — | — | — | 43 | Fragile | Recovery | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID FINUCANE | Board President | 20.1% of Rev | ||
| VALERIE COURREGES-SIEGEL | Secretary | 11.8% of Rev | ||
| PAUL WEISENFELD | Board Member | — | ||
| ERIC HALLMAN | Treasurer | — | ||
| JAMES KETCH | VICE PRESIDE | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID FINUCANE | Board President | 19.6% of Rev | ||
| VALERIE COURREGES-SIEGEL | Secretary | 8.3% of Rev | ||
| JAMES KETCH | VICE PRESIDE | 0.6% of Rev | ||
| PAUL WEISENFELD | Board Member | — | ||
| ERIC HALLMAN | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID FINUCANE | Board President | 16.0% of Rev | ||
| VALERIE COURREGES-SIEGEL | Secretary | 5.3% of Rev | ||
| JAMES KETCH | Board President | 0.6% of Rev | ||
| ERIC HALLMAN | Treasurer | — | ||
| LOU PERRON | Board Member | — | ||
| PAUL WEISENFELD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID FINUCANE | Board President | 12.3% of Rev | ||
| VALERIE COURREGES-SIEGEL | Secretary | 5.6% of Rev | ||
| JIM KETCH | Board President | — | ||
| ERIC HALLMAN | Treasurer | — | ||
| LOU PERRON | Board Member | — | ||
| PAUL WEISENFELD | Board Member | — |
Score breakdown
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 37 points below the peer median (0 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 28.8% 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:
- Reduce top-officer compensation from 28.8% to under 22% of revenue — would move governance score by ~14 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.