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
30
Score
Governance
42
Score
Financial
15
Score
Program
45
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
2025
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 | — | |
| 2024 | — | — | 37.8% | 30 | Critical Intervention Needed | Gov Risk | |
| 2023 | Hidden | Hidden | 31.1% | 34 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 26.7% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 47.5% | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 46.0% | 30 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 23.6% | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 17.4% | 37 | Fragile | Stable Watch | |
| 2017 | — | — | 19.4% | 37 | Fragile | Stable Watch | |
| 2016 | — | — | 23.8% | 37 | Fragile | Recovery | |
| 2015 | — | — | 27.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 23.6% | 37 | Fragile | Recovery | |
| 2013 | — | — | 24.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 24.7% | 37 | Fragile | Gov Risk | |
| 2011 | — | — | 25.5% | 32 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTINE KASTNER | Executive Director | 21.1% of Rev | ||
| ALFRED STURGIS | Board Member | 16.6% of Rev | ||
| ANIL GEHI | Board Member | — | ||
| AMBER JONES | Board Member | — | ||
| DAN GAUGERT | Board Member | — | ||
| MARY ROBERT MCGRATH | Board Member | — | ||
| VALERIE GRASSO | Board Member | — | ||
| CHRIS ANDERSON | Board President | — | ||
| KEITH KAPP | Board Member | — | ||
| KATHERINE PELLACK | Board President | — | ||
| EVELYN MCCAULEY | Board Member | — | ||
| WINSOME O'NEILL | Secretary | — | ||
| DIOGENES RUIZ | Board Member | — | ||
| CHARN REID | Board Member | — | ||
| PAM HEYE | Treasurer | — | ||
| ANN ROBERTSON | Board Member | — | ||
| CHARLES PEACOCK | Board Member | — | ||
| KYLE STILL | Board Member | — | ||
| SALLY THOMAS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTINE KASTNER | Executive Director | 19.1% of Rev | ||
| ALFRED STURGIS | Board Member | 7.5% of Rev | ||
| LESLIE HEAVEY | Board Member | — | ||
| TESIA HARRISON | Board Member | — | ||
| WILLIAM LEE | Board Member | — | ||
| MICHAEL TREXLER | Board Member | — | ||
| CHRIS ANDERSON | Board Member | — | ||
| KEITH KAPP | Board Member | — | ||
| FRANCIS CIANFROCCA | Board Member | — | ||
| CHARN REID | Board Member | — | ||
| RAHSAAN MCNEILL | Board Member | — | ||
| ROB TILLER | Board Member | — | ||
| ANN ROBERTSON | Board Member | — | ||
| LEE WAGNER | Treasurer | — | ||
| KAY PELLACK | Board President | — | ||
| EVELYN MCCAULEY | Secretary | — | ||
| JEFF HENSLEY | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTINE KASTNER | Executive Director | 18.2% of Rev | ||
| ALFRED STURGIS | Board Member | 12.9% of Rev | ||
| TESIA HARRISON | Board Member | — | ||
| WILLIAM LEE | Board Member | — | ||
| MICHAEL TREXLER | Board Member | — | ||
| MEGAN GRAY | Board Member | — | ||
| KAY PELLACK | Board Member | — | ||
| MATT SAWCHAK | Board Member | — | ||
| FRANCIS CIANFROCCA | Board Member | — | ||
| CHARN REID | Board Member | — | ||
| FRANCINE ROBERSON | Board Member | — | ||
| ROB TILLER | Board Member | — | ||
| LESLIE HEAVEY | Board President | — | ||
| LEE WAGNER | Treasurer | — | ||
| STEPHANIE DEMING | Secretary | — | ||
| JEFF HENSLEY | Board President | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
30 / 100
Priority Review
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 37 points below the peer median (15 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 37.8% 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 37.8% to under 22% of revenue — would move governance score by ~32 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.