Steady State
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
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 | 33.6% | 34 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | 29.6% | 38 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 24.6% | 41 | Governance-Stressed | Recovery | |
| 2021 | — | — | 37.5% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 37.3% | 32 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 31.5% | 36 | Governance-Stressed | Recovery | |
| 2018 | — | — | 29.6% | 35 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 31.8% | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 32.4% | 27 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 32.2% | 29 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 31.8% | 34 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 18.8% | 43 | Fragile | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN BURTON | Executive Director | 33.6% of Rev | ||
| KEVIN ADAMSON | Board President | — | ||
| KAYE REYNOLDS | Secretary | — | ||
| DEVIN HICE | Treasurer | — | ||
| STEPHENIE DEESY | Board Member | — | ||
| CRYSTAL DIXON | Board Member | — | ||
| REVA PENNELL | Board Member | — | ||
| SARAH CLARK | Board Member | — | ||
| KAYLA PACK WATSON | Board President | — | ||
| DYLAN YOUNGSMITH | Board Member | — | ||
| SHAWN WALKER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN BURTON | Executive Director | 30.4% of Rev | ||
| BEN BOAZ | Board President | — | ||
| LIBBY BROWN | Board Member | — | ||
| DEVIN HICE | Treasurer | — | ||
| STEPHENIE DEESY | Board Member | — | ||
| KEVIN ADMANSON | Board Member | — | ||
| JONATHAN BEAL | Board Member | — | ||
| SARAH CLARK | Board Member | — | ||
| STEPHANIE MACCHIA | Board Member | — | ||
| SANDY WHITTINGTON | Board Member | — | ||
| HARRIET HINES | Board Member | — | ||
| KAYE REYNOLDS | Board President | — | ||
| JAMES HARPER | Board Member | — | ||
| REVA PENNELL | Board Member | — | ||
| KAYLA PACK WATSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN BURTON | Executive Director | 32.2% of Rev | ||
| BEN BOAZ | Board President | — | ||
| JOHN R CRAIG | Board Member | — | ||
| BETSY D WILSON | Treasurer | — | ||
| DEVIN HICE | Secretary | — | ||
| KEVIN ADMANSON | Board Member | — | ||
| JONATHAN BEAL | Board Member | — | ||
| SARAH CLARK | Board Member | — | ||
| STEPHANIE MACCHIA | Board Member | — | ||
| SANDY WHITTINGTON | Board Member | — | ||
| PHYLLIS MILLER | Board Member | — | ||
| HARRIET HINES | Board Member | — | ||
| KAYE REYNOLDS | Board Member | — | ||
| JAMES HARPER | 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 22 points below the peer median (30 vs. 52).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 33.6% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 33.6% to under 22% of revenue — would move governance score by ~23 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.