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
42
Score
Financial
20
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 | — | — | 29.6% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 31.7% | 32 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 26.9% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 38.5% | 24 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 32.0% | 26 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 28.7% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 29.3% | 30 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 30.7% | 30 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 32.0% | 28 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 28.5% | 28 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | — | 49 | Fragile | Decline Risk | |
| 2012 | — | — | — | 53 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANGELA HAYS | Executive Director | 30.8% of Rev | ||
| ANGELA HAYS | Executive Director | 29.6% of Rev | ||
| JUDY OSBORNE | Board President | — | ||
| ANGIE FLYNN-MCIVER | Board Member | — | ||
| DAN TREHARNE | Board Member | — | ||
| RICHARD WHITTINGTON | Treasurer | — | ||
| DONNA BRADBY | Board Member | — | ||
| KARLI HENDERSON | Board Member | — | ||
| ASHLEY OWEN | Board Member | — | ||
| ASHLEY HYERS | Board Member | — | ||
| COREY MITCHELL | Board Member | — | ||
| TOMMY PRUDENTI | Board Member | — | ||
| LIZA VEST | Board Member | — | ||
| STUART SPENCER | Board Member | — | ||
| KEITH TAYLOR | Board Member | — | ||
| JACKIE TIMMONS | Board President | — | ||
| EMILY KLINGMAN | Secretary | — | ||
| JENNY GOODFELLOW | Board Member | — | ||
| JUDY OSBORNE | Board President | — | ||
| RON LAW | Board President | — | ||
| DAN TREHARNE | Board Member | — | ||
| RICHARD WHITTINGTON | Treasurer | — | ||
| DONNA BRADBY | Board Member | — | ||
| KARLI HENDERSON | Board Member | — | ||
| SIDNEY HORTON | Board Member | — | ||
| ASHLEY HYERS | Board Member | — | ||
| COREY MITCHELL | Board Member | — | ||
| TOMMY PRUDENTI | Board Member | — | ||
| MIA SELF | Board Member | — | ||
| STUART SPENCER | Board Member | — | ||
| KEITH TAYLOR | Board Member | — | ||
| JACKIE TIMMONS | Board Member | — | ||
| EMILY KLINGMAN | Secretary | — | ||
| STACEY BOONE | Board Member | — | ||
| JENNY GOODFELLOW | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANGELA HAYS | Executive Director | 26.2% of Rev | ||
| JUDY OSBORNE | Board President | — | ||
| RON LAW | Board President | — | ||
| DAN TREHARNE | Secretary | — | ||
| RICHARD WHITTINGTON | Treasurer | — | ||
| DONNA BRADBY | Board Member | — | ||
| KARLI HENDERSON | Board Member | — | ||
| SIDNEY HORTON | Board Member | — | ||
| ASHLEY HYERS | Board Member | — | ||
| COREY MITCHELL | Board Member | — | ||
| TOMMY PRUDENTI | Board Member | — | ||
| MIA SELF | Board Member | — | ||
| BECKY SCHULTZ | Board Member | — | ||
| STUART SPENCER | Board Member | — | ||
| KEITH TAYLOR | Board Member | — | ||
| JACKIE TIMMONS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANGELA HAYS | Executive Director | 24.8% of Rev | ||
| ANGELA HAYS | Executive Director | 24.4% of Rev | ||
| STACEY BOONE | Board President | — | ||
| JUDY OSBORNE | Board President | — | ||
| EMILY KLINGMAN | Secretary | — | ||
| RICHARD WHITTINGTON | Treasurer | — | ||
| DONNA BRADBY | Board Member | — | ||
| KARLI HENDERSON | Board Member | — | ||
| SIDNEY HORTON | Board Member | — | ||
| MAGGIE MILLER | Board Member | — | ||
| COREY MITCHELL | Board Member | — | ||
| JUSTIN NICHOLS | Board Member | — | ||
| TOMMY PRUDENTI | Board Member | — | ||
| BECKY SCHULTZ | Board Member | — | ||
| MIA SELF | Board Member | — | ||
| STUART SPENCER | Board Member | — | ||
| DAN TREHARNE | Board Member | — | ||
| JUSTIN NICHOLS | Board Member | — | ||
| JUDY OSBORNE | Board Member | — | ||
| MAGGIE MILLER | Board Member | — | ||
| COREY MITCHELL | Board Member | — | ||
| STUART SPENCER | Board Member | — | ||
| DAN TREHARNE | Board Member | — | ||
| TOMMY PRUDENTI | Board Member | — | ||
| BECKY SCHULTZ | Board Member | — | ||
| ADAM FAW | Board Member | — | ||
| DONNA BRADBY | Board Member | — | ||
| EMILY KLINGMAN | Board Member | — | ||
| SIDNEY HORTON | Board Member | — | ||
| STACEY BOONE | Board President | — | ||
| RON LAW | Board President | — | ||
| RICHARD WHITTINGTON | Treasurer | — | ||
| JUDY DOVE | Secretary | — |
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
42 / 100
weight 40%
Program scale
45 / 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
Compared to 145 other orgs in NC with NTEE prefix A6.
Most-divergent component: financial score sits 17 points below the peer median (20 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 29.6% 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 29.6% to under 22% of revenue — would move governance score by ~15 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.