Institutional Maturation
What does this mean?
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
The Path Forward
The Crown
A mandate to lead the sector. It encourages the organization to mentor emerging nonprofits and embark on generational capital projects, leveraging their profound stability.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 2.4% | 42 | Fragile | Decline Risk | |
| 2021 | — | — | — | 44 | Fragile | Stable Watch | |
| 2020 | — | — | — | 42 | Fragile | Stable Watch | |
| 2019 | — | — | — | 44 | Fragile | Recovery | |
| 2018 | — | — | — | 42 | Fragile | Recovery | |
| 2017 | — | — | — | 36 | Fragile | Gov Risk | |
| 2016 | — | — | 33.7% | 17 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 37.6% | 19 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 31.7% | 23 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 20.3% | 30 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 27.3% | 24 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Fred Austin | Executive Director | 2.3% of Rev | ||
| Natasha Smith | Board Member | — | ||
| Kevin Lee | Board President | — | ||
| Sara Beth Fulford Rhodes | Board President | — | ||
| Alex Rust | Secretary | — | ||
| Chip Galusha | Treasurer | — | ||
| Gloria Ryann Walker | Board Member | — | ||
| Walter Boden | Board Member | — | ||
| Paul Grimes | Board Member | — | ||
| Darlene Gaynor | Board Member | — | ||
| Mary Jean Cromartie | Board Member | — | ||
| Lisa Eubanks | Board Member | — | ||
| Kathleen Rafferty | Board Member | — | ||
| Joey Kue | Board Member | — | ||
| Kenny Patterson | Board President | — | ||
| Fred Austin | Board President | — | ||
| Elizabeth Edwards | Secretary | — | ||
| Chip Galusha | Treasurer | — | ||
| Prince Barnette | Board Member | — | ||
| Lori Drake | Board Member | — | ||
| Lisette Fee | Board Member | — | ||
| Alex Rust | Board Member | — | ||
| Kevin Lee | Board Member | — | ||
| Elouise Olds | Board Member | — | ||
| Sara Beth Rhodes | Board Member | — | ||
| Greg Smith | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KENNY PATTERSON | Board President | — | ||
| FRED AUSTIN | VICE PRESIDE | — | ||
| ELIZABETH EDWARDS | Secretary | — | ||
| CHIP GALUSHA | Treasurer | — | ||
| PRINCE BARNETTE | Board Member | — | ||
| LORI DRAKE | Board Member | — | ||
| LISETTE FEE | Board Member | — | ||
| ALEX RUST | Board Member | — | ||
| KEVIN LEE | Board Member | — | ||
| ELOUISE OLDS | Board Member | — | ||
| SARA BETH RHODES | Board Member | — | ||
| GREG SMITH | Board Member | — | ||
| KENNY PATTERSON | Board President | — | ||
| CHRIS BURTI | VICE PRESIDE | — | ||
| ELIZABETH EDWARDS | Secretary | — | ||
| MIKE BARNETTE | Treasurer | — | ||
| FRED AUSTIN | Board Member | — | ||
| LORI DRAKE | Board Member | — | ||
| LISETTE FEE | Board Member | — | ||
| ALMA HOBBS | Board Member | — | ||
| BARBARA OWENS | Board Member | — | ||
| ELOUISE OLDS | Board Member | — | ||
| SARA BETH RHODES | Board Member | — | ||
| GREG SMITH | 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 17 points below the peer median (35 vs. 52).
5-year trend: Institutional Maturation
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
What's driving this score
- Comp-to-revenue ratio of 2.4% sits within the sector's healthy band (18–22%).
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.