Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↓
Overall
32
Score
Governance
45
Score
Financial
25
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 22.9% | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 26.5% | 29 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 22.7% | 30 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 24.9% | 30 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 25.2% | 31 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 19.8% | 39 | Fragile | Stable Watch | |
| 2017 | — | — | 15.0% | 39 | Fragile | Decline Risk | |
| 2016 | — | — | — | 45 | Fragile | Recovery | |
| 2015 | — | — | — | 41 | Fragile | Stable Watch | |
| 2014 | — | — | — | 37 | Fragile | Stable Watch | |
| 2013 | — | — | — | 37 | Fragile | Stable Watch | |
| 2012 | — | — | — | 37 | Fragile | Stable Watch | |
| 2011 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN BROWN | EXECUTIVE DI | 26.5% of Rev | ||
| BRANDON ATKINS | Board Member | — | ||
| HEATH BUCKMASTER | Board Member | — | ||
| CATHI VON CANON | Board Member | — | ||
| SUSAN GOMEZ | Board Member | — | ||
| JASON HOWARD | Treasurer | — | ||
| CINDY HOWENSTEIN | Secretary | — | ||
| KELLY KLUG | VICE CHAIRMA | — | ||
| CARSON LANIER | Board Member | — | ||
| CHET MANN | CHAIRMAN | — | ||
| TOM SNELL | Board Member | — | ||
| SHARON SPENCE | Board Member | — | ||
| MARY JO THOMPSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN BROWN | Executive Director | 19.0% of Rev | ||
| TOM SNELL | CHAIRMAN | — | ||
| MUNSEY WHEBY | VICE CHAIRMAN | — | ||
| SHARON SPENCE | Board Member | — | ||
| CINDY HOWENSTEIN | Secretary | — | ||
| JANE BARRINGER | Board Member | — | ||
| CHET MANN | Board Member | — | ||
| JASON HOWARD | Treasurer | — | ||
| BRANDON ATKINS | Board Member | — | ||
| CHAS POST | Board Member | — | ||
| CATHI VON CANNON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN BROWN | Board Member | 21.8% of Rev | ||
| TOM SNELL | CHAIRMAN | — | ||
| MUNSEY WHEBY | VICE CHAIRMAN | — | ||
| SHARON SPENCE | Board Member | — | ||
| CINDY HOWENSTEIN | Secretary | — | ||
| JANE BARRINGER | Board Member | — | ||
| CHET MANN | Board Member | — | ||
| DICKE SLOOP | Treasurer | — | ||
| JASON HOWARD | Board Member | — | ||
| BRANDON ATKINS | Board Member | — | ||
| CHAS POST | Board Member | — | ||
| CATHI VON CANNON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN BROWN | Board Member | 21.7% of Rev | ||
| TOM SNELL | CHAIRMAN | — | ||
| MUNSEY WHEBY | VICE CHAIRMAN | — | ||
| SHARON SPENCE | Board Member | — | ||
| CINDY HOWENSTEIN | Secretary | — | ||
| JANE BARRINGER | Board Member | — | ||
| CHET MANN | Board Member | — | ||
| PAUL LUCAS | Board Member | — | ||
| DICKE SLOOP | Treasurer | — | ||
| JASON HOWARD | Board Member | — | ||
| BRANDON ATKINS | Board Member | — | ||
| CHAS POST | Board Member | — | ||
| JOY THRASH | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
25 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
32 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 144 other orgs in NC with NTEE prefix A2.
Most-divergent component: financial score sits 42 points below the peer median (25 vs. 67).
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 22.9% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.