North Carolina Hospitality Alliance Inc

Nonprofit profile at a glance

EIN
832830052
IRS 990-EZ coverage
2019–2025
Forms available
Form 990-EZ 2025
Location
Raleigh, NC, USA
Phone
9194247272
Rating
80
Verdict
STRONG
Rating confidence
Moderate
Sector
Alliance/Advocacy

Official website

Reported finances

Revenue
$188,000
Expenses
$174,902
Assets
$25,151
Liabilities
$0

Source: IRS Form 990-EZ. Selected filing: tax year 2025. Amounts in USD.

Leadership & pay

6 people listed

Executive titles in this filing

  • CHARLES FULLER (PRESIDENT)
  • O ROLF BLIZZARD (VICE PRESIDENT, DIRECTOR)

People named in this filing

  • CHARLES FULLER (PRESIDENT)
  • O ROLF BLIZZARD (VICE PRESIDENT, DIRECTOR)
  • R DOYLE PARRISH (TREASURER, DIRECTOR)

Selected names, not a complete roster or a statement of current roles. Open leadership details for the complete filed list.

Source: IRS Form 990-EZ. Selected filing: tax year 2025. Names and roles reflect this filing, not necessarily current officeholders.

Overview

Mission

The organization's mission is to improve North Carolina's quality of life by promoting and protecting travel and tourism at both the state and local level and to aid in the development of policies to ensure that all of our state's communities reap the benefits of having a strong travel and tourism industry. The organization will educate the public and government leaders about the numerous benefits provided by travel and tourism, including jobs, tax revenue, economic development opportunities, natural and cultural resources, and recreational opportunities.

What it reported doing in 2025

Participated in and worked with several state & local groups to promote & protect travel & tourism in nc and in our counties & municipalities including raleigh convention center commission, centennial authority, nc travel & tourism coalition, nc travel & tourism board, edpnc/visit nc, grcvb, and the wake county hospitality alliance on issues including school calendar, occupancy taxes, tourism funding. Some specific items include: participated in wake county tourism tax review team guiding the county and city managers and elected officials in projections, budgets, uses and other issues regarding occupancy and food & beverage taxes. Worked with several communities, like new hanover county, to prevent those communities from losing the economic benefits, such as jobs & tax revenues, of the extra weeks of summer tourism by starting school earlier in the year.wake county hospitality alliance met with several community leaders educating them on the benefits of a robust tourism industry and discussing ways we can work together to increase those benefits for the good of the community.created website, social media and newsletters to keep our participants and interested parties informed and educated on events and issues relating to our state's tourism industry.

Operating model

Revenue model
Donor-supported. 100% of the money available for current operations came from contributions and gifts.
Distribution model
Direct operator. The filing allocates 100% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.

The verdict

STRONG - The filed numbers largely add up and a large share of available resources goes toward mission work. Total assets are small relative to annual expenses; liquid coverage is unknown and expenses are high relative to revenue.

Rating breakdown

  • Financial Efficiency: 65
  • Transparency & Controls: 100
  • Sustainability: 44
  • Growth: 100

Detailed rating inputs

Financial Efficiency

  • Mission deployment rate: 63.1%; rating input score 63
  • Program expense ratio: 67.9%; rating input score 68

Transparency & Controls

  • Consistency checks: 100%; rating input score 100; 52nd percentile among comparable filings
  • Major donor itemization: Yes; rating input score 100

Sustainability

  • Operating margin: 7%; rating input score 49; 49th percentile among comparable filings
  • Total-asset coverage ratio: 0.14; rating input score 15; 15th percentile among comparable filings
  • Liabilities to assets ratio: 0; rating input score 74; 74th percentile among comparable filings
  • Officer compensation ratio: 0%; rating input score 63; 63rd percentile among comparable filings

Growth

  • Program expense growth: 13.7% per year; rating input score 100; 66th percentile among comparable filings
  • Revenue growth: 17.3% per year; rating input score 100; 79th percentile among comparable filings
  • Asset growth: 25.5% per year; rating input score 100; 83rd percentile among comparable filings

Details

  • Where the money goes: 63.1% of revenue deployed · 67.9% of spending went to programs
  • Governance: Filed governance answers
  • Accomplishments: 1 filed program accomplishment · $119K in reported program spending
  • Leadership: top reported pay $0 · 6 people listed
  • Consistency: 8 of 8 current checks pass
  • Schedules: 2 filed schedules
  • Filing history: 7 filing years from 2019 to 2025
  • Contacts: How to reach this organization
  • Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
  • People: Everyone the filings name, and which of them the filings identify by more than a name.

Key Signals

Signals prioritize questions for review. They are not findings of misconduct.

  • High — Sustainability: Total-asset coverage ratio scored 15/100.
  • Moderate — Sustainability: Operating margin scored 49/100.