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 | 12.2% | 29 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | 20.3% | 25 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 21.0% | 27 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 30.1% | 22 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 23.3% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 17.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 17.0% | 27 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 20.0% | 24 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 17.6% | 24 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 20.0% | 22 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 20.6% | 24 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 20.2% | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 12.8% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SIDNEE SUGGS | Executive Director | 12.2% of Rev | ||
| RHONDA PROCTOR | Board President | — | ||
| BILL CAMPBELL | Board President | — | ||
| CINDY LOU FRANKE | Treasurer | — | ||
| KIM STROHACKER | Secretary | — | ||
| GERALD MARION | Board Member | — | ||
| CAROL CHOAT | Board Member | — | ||
| STEVE FRANKE | Executive Director | — | ||
| KRISTY HORTON | FINANCIAL MANAGER | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SIDNEE SUGGS | Executive Director | 19.5% of Rev | ||
| TOM BEAVER | Board President | — | ||
| GERALD MARION | Board Member | — | ||
| KAREN IACOPI | Board Member | — | ||
| JESSICA ALLEN | Board Member | — | ||
| CAROLYN BEAVER | Board Member | — | ||
| PAULA HARRISON | Board Member | — | ||
| TERESA JOHNSON | Board President | — | ||
| BILL CAMPBELL | Board President | — | ||
| KIM STROHACKER | Secretary | — | ||
| SUSAN WALL | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SIDNEE SUGGS | Executive Director | 20.7% of Rev | ||
| TOM BEAVER | Board President | — | ||
| GERALD MARION | Board Member | — | ||
| KAREN IACOPI | Board Member | — | ||
| JESSICA ALLEN | Board Member | — | ||
| CAROLYN BEAVER | Board Member | — | ||
| PAULA HARRISON | Board Member | — | ||
| TERESA JOHNSON | Board President | — | ||
| BILL CAMPBELL | Board President | — | ||
| KIM STROHACKER | Secretary | — | ||
| SUSAN WALL | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SIDNEE SUGGS | Executive Director | 19.1% of Rev | ||
| TOM BEAVER | Board Member | — | ||
| CAROLYN BEAVER | Board Member | — | ||
| PAULA HARRISON | Board Member | — | ||
| MARIE SUMMERS | Board Member | — | ||
| GERALD MARION | Board Member | — | ||
| BILL CAMPBELL | Board President | — | ||
| TERESA JOHNSON | Board President | — | ||
| KIM STROHACKER | Secretary | — | ||
| SUSAN WALL | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NC with NTEE prefix A6.
Most-divergent component: financial score sits 37 points below the peer median (0 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 12.2% 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.