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
43
Score
Governance
58
Score
Financial
20
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 4.5% | 43 | Fragile | Decline Risk | |
| 2022 | — | — | 5.1% | 46 | Fragile | Recovery | |
| 2021 | — | — | 6.9% | 40 | Fragile | Recovery | |
| 2020 | — | — | 0.6% | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 9.0% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 11.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 12.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 10.5% | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 10.8% | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 11.4% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 12.2% | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 14.0% | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 11.8% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Scot MacDonald | Executive Director | 2.8% of Rev | ||
| Lisa Blanton | Executive Director | 1.7% of Rev | ||
| Terrah McCarty | Board President | — | ||
| Amy O'Brien | Board President | — | ||
| Dianne Roth | Board President | — | ||
| Allison Hughes | Secretary | — | ||
| Diana Wakefield | Ex-Officio | — | ||
| Denise Olexa | Treasurer | — | ||
| Iris DeWitt | Board Member | — | ||
| Corlis Hayes | Board Member | — | ||
| Bob Hudson | Board Member | — | ||
| Jeff Johnston | Board Member | — | ||
| Diana McAfee | Board Member | — | ||
| Heather Swindells | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS TIMMONS | Executive Director | 5.3% of Rev | ||
| DIANA WAKEFIELD | Board President | — | ||
| JENNY MITCHELL | Board President | — | ||
| DENISE OLEXA | Treasurer | — | ||
| IRIS DEWITT | Secretary | — | ||
| CHRIS BATESON | Board Member | — | ||
| JENN GRABENSTETTER | Board Member | — | ||
| CORLIS HAYES | Board Member | — | ||
| BOB HUDSON | Board Member | — | ||
| KEITH LOGAN | Board Member | — | ||
| TERRAH MCCARTY | Board Member | — | ||
| AMY O'BRIEN | Board Member | — | ||
| DIANE ROTH | Board Member | — | ||
| VIC SAYEGH | Board Member | — | ||
| MARK SMITH | Board Member | — | ||
| HEATHER SWINDELLS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RON LAW | Executive Director | 0.3% of Rev | ||
| DIANA WAKEFIELD | Board President | — | ||
| STEVEN MARTIN | Board President | — | ||
| JENNY MITCHELL | Board President | — | ||
| DENISE OLEXA | Treasurer | — | ||
| IRIS DEWITT | Secretary | — | ||
| CHRIS BATESON | Board Member | — | ||
| JENN GRABENSTETTER | Board Member | — | ||
| JOHN HARTNESS | Board Member | — | ||
| CORLIS HAYES | Board Member | — | ||
| BOB HUDSON | Board Member | — | ||
| KEITH LOGAN | Board Member | — | ||
| TERRAH MCCARTY | Board Member | — | ||
| AMY O'BRIEN | Board Member | — | ||
| DIANE ROTH | Board Member | — | ||
| VIC SAYEGH | Board Member | — | ||
| MARK SMITH | Board Member | — | ||
| HEATHER SWINDELLS | Board Member | — | ||
| CHRIS TIMMONS | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RON LAW | Executive Director | 4.4% of Rev | ||
| DIANA WAKEFIELD | Board President | — | ||
| SUE GORMAN | EX-OFFICIO | — | ||
| STEVE ALLEN | Board President | — | ||
| KATHY GIANNUZZI | Treasurer | — | ||
| KATHERINE RICHEY | Secretary | — | ||
| CHRIS BATESON | Board Member | — | ||
| ALLYSON COLACO | Board Member | — | ||
| MICHAEL DEPALMA | Board Member | — | ||
| SARA DOWNING | Board Member | — | ||
| JENN GRABENSTETTER | Board Member | — | ||
| KATHERINE GRAHAM | Board Member | — | ||
| KEITH LOGAN | Board Member | — | ||
| CHERIE MCDONALD | Board Member | — | ||
| JENNY MITCHELL | Board Member | — | ||
| KIM PARATI | Board Member | — | ||
| DALE PIERCE | Board Member | — | ||
| JOSH PITTMAN | Board Member | — | ||
| BRITTANY ROLFE | Board Member | — | ||
| VIC SAYEGH | Board Member | — | ||
| PAM STOWE | Board Member | — | ||
| DANA SWIMMER | Board Member | — | ||
| MOLLY BURTON TULL | Board Member | — | ||
| HUNT WOFFORD | Board Member | — | ||
| CORLIS HAYES | Board Member | — | ||
| STEVE MARTIN | Board Member | — | ||
| DENISE OLEXA | 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
20 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
43 / 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: program score sits 29 points above the peer median (60 vs. 31).
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 4.5% 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.