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 | — | |
| 2024 | Hidden | Hidden | 9.8% | 36 | Financially Distressed | Recovery | |
| 2023 | — | — | 11.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 11.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 15.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 8.4% | 30 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 14.2% | 26 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 14.5% | 26 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 14.7% | 26 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 14.0% | 24 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 11.9% | 24 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 14.2% | 28 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 10.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 7.2% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Catherine Keen Hock | Board President | — | ||
| Jennifer Jones | Board Member | — | ||
| Rayna Stoycheva | Treasurer | — | ||
| Stephanie Koch | Secretary | — | ||
| Julia Testa | Board Member | — | ||
| Derek Goldin | Board Member | — | ||
| Jasmine Pitt | Board President | — | ||
| LaTonya McCummings | Board Member | — | ||
| Aaliyah Johnson | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jennifer Gentry | Executive Director | 9.3% of Rev | ||
| JENNIFER GENTRY | Executive Director | 9.2% of Rev | ||
| Jennifer Jones | Board President | — | ||
| Rayna Stoycheva | Board President | — | ||
| Stephanie Koch | Secretary | — | ||
| Douglas Cason | Board Member | — | ||
| Brian Coghill | Board Member | — | ||
| Heather Coghill | Board Member | — | ||
| LaTonya McCummings | Board Member | — | ||
| Jennifer Scheib | Board Member | — | ||
| Joanne Slane | Board Member | — | ||
| JENNIFER JONES | Board President | — | ||
| RAYNA STOYCHEVA | Board President | — | ||
| STEPHANIE KOCH | Secretary | — | ||
| BRIAN COGHILL | Board Member | — | ||
| HEATHER COGHILL | Board Member | — | ||
| JASMIN HAINEY | Board Member | — | ||
| JENNIFER REAVIS | Board Member | — | ||
| WILL NAPPER | Board Member | — | ||
| JENNIFER SCHEIB | Board Member | — | ||
| JO SLANE | Board Member | — | ||
| DOUGLAS CASON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER GENTRY | Executive Director | 7.4% of Rev | ||
| Jennifer Gentry | Executive Director | 7.4% of Rev | ||
| PATSY LAIRD | Board Member | — | ||
| BRIAN COGHILL | Board Member | — | ||
| HEATHER COGHILL | Board Member | — | ||
| Jennifer Jones | Board President | — | ||
| JENNIFER JONES | Board President | — | ||
| Rayna Stoycheva | Board President | — | ||
| RAYNA STOYCHEVA | Board President | — | ||
| Stephanie Koch | Secretary | — | ||
| JASMIN HAINEY | Board Member | — | ||
| Brian Coghill | Board Member | — | ||
| STEPHANIE KOCH | Secretary | — | ||
| Heather Coghill | Board Member | — | ||
| WILL NAPPER | Board Member | — | ||
| Jasmin Hainey | Board Member | — | ||
| Jennifer Hainey | Board Member | — | ||
| Will Napper | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 221 other orgs in NC with NTEE prefix A6.
Most-divergent component: financial score sits 37 points below the peer median (15 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.
What's driving this score
- Comp-to-revenue ratio of 9.8% 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.