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 |
|---|---|---|---|---|---|---|---|
| 2022 | — | — | 4.8% | 35 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 3.5% | 35 | Financially Distressed | Stable Watch | |
| 2020 | — | — | 7.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 3.7% | 35 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 3.6% | 35 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 2.9% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 2.4% | 35 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 3.0% | 35 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 2.9% | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 2.6% | 35 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 2.8% | 35 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 3.3% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH DORAN | Executive Director | 4.8% of Rev | ||
| DEBBIE HAMMERSLA | Board President | — | ||
| JEFF WEATHERSPOON | Board President | — | ||
| ANNA CHURCHILL | Board President | — | ||
| JOHN ZALOOM | Secretary | — | ||
| JILL HEATH | Treasurer | — | ||
| CATHERINE DAUBERT | Board President | — | ||
| CARLA FREDERICK | Board President | — | ||
| MERRITT ATKINS | Board Member | — | ||
| EMILY FAUSCH | Board Member | — | ||
| LAWRENCE QUINCY MARSHALL | Board Member | — | ||
| CHANDA JANINE BRANCH | Board Member | — | ||
| CHRISTOPHER D SALEH | Board Member | — | ||
| ALLEN MASK MD | Board Member | — | ||
| JAYMES FOSTER | Board Member | — | ||
| JOANNE M FRUTH MD | Board Member | — | ||
| ANABEL ROSA | Board Member | — | ||
| KEN SMITH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH DORAN | Executive Director | 4.0% of Rev | ||
| DON STROUD | Board President | — | ||
| DEBBIE HAMMERSLA | Board President | — | ||
| MIKE SHEAFFER | Board President | — | ||
| AMY STRECKER | Board President | — | ||
| JACK E FINLEY | Treasurer | — | ||
| JOHN ZALOOM | Treasurer | — | ||
| CARLA FREDRICK | Board President | — | ||
| ANNA CHURCHILL | Secretary | — | ||
| SU SHEARIN | Board President | — | ||
| MATTHEW YOUNG | Board Member | — | ||
| DAN ATHERTON | Board Member | — | ||
| MERRITT ATKINS | Board Member | — | ||
| CHANDA JANINE BRANCH | Board Member | — | ||
| DAN BRYSON | Board Member | — | ||
| GEORGE DELOACHE | Board Member | — | ||
| JAMES S FELMAN | Board Member | — | ||
| KIM FOSTER | Board Member | — | ||
| KATIE GAILES | Board Member | — | ||
| CHASTA HAMILTON | Board Member | — | ||
| GREG HATEM | Board Member | — | ||
| JILL HEATH | Board Member | — | ||
| BETH MARHELKO | Board Member | — | ||
| LAWRENCE QUINCY MARSHALL | Board Member | — | ||
| ALLEN MASK MD | Board Member | — | ||
| BILL ROBERTS | Board Member | — | ||
| CHRISTOPHER D SALEH | Board Member | — | ||
| JEFF WITHERSPOON | Board Member | — | ||
| BEN WINGROVE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 222 other orgs in NC with NTEE prefix A6.
Most-divergent component: financial score sits 52 points below the peer median (0 vs. 52).
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.
Overall score has gone from 35 → 35 over 5 years (stable by 0 points).
What's driving this score
- Comp-to-revenue ratio of 4.8% 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.