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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 7.6% | 44 | Fragile | Recovery | |
| 2022 | — | — | 7.6% | 42 | Fragile | Decline Risk | |
| 2021 | — | — | 6.9% | 48 | Fragile | Recovery | |
| 2020 | — | — | 3.8% | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 7.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 8.6% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 40 | Fragile | Stable Watch | |
| 2015 | — | — | — | 40 | Fragile | Stable Watch | |
| 2014 | — | — | — | 40 | Fragile | Recovery | |
| 2013 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Chris Dunn | Executive Dir. | 8.3% of Rev | ||
| Andrea Donoghue | Board Member | — | ||
| Jules Latham | Board Member | — | ||
| Jessie Mackay | Board Member | — | ||
| Jean Smyth | Board Member | — | ||
| Nanette Zeller | Board President | — | ||
| Bill May | Board President | — | ||
| Frank Daniels | Secretary | — | ||
| Susan Gaines | Treasurer | — | ||
| Mitch Capel | Board Member | — | ||
| Luke Huling | Board Member | — | ||
| Hannah Roser | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Chris Dunn | Executive Director | 4.0% of Rev | ||
| Morgan Sills | Board Member | — | ||
| Sharon Murphy | Board Member | — | ||
| Alan Butler | Board Member | — | ||
| Suzanne Daughtridge | Board Member | — | ||
| Robert Carpenter | Board Member | — | ||
| Floreen J Maroncelli | Board Member | — | ||
| Pat Capel | Board Member | — | ||
| John Earp | Board Member | — | ||
| Jessie Mackay | Board Member | — | ||
| Nanette Zeller | Secretary | — | ||
| Sean Lutke | Treasurer | — | ||
| Kerry Arnold | Board President | — | ||
| Jeffrey S Morgan | Board President | — |
Score breakdown
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 7.6% 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.