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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 18.2% | 37 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 20.9% | 41 | Fragile | Gov Risk | |
| 2021 | — | — | 14.5% | 41 | Fragile | Recovery | |
| 2020 | — | — | 22.0% | 45 | Governance-Stressed | Recovery | |
| 2019 | — | — | 27.0% | 31 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 32.5% | 33 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 23.7% | 37 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 21.0% | 45 | Governance-Stressed | Gov Risk | |
| 2015 | — | — | 19.2% | 47 | Fragile | Stable Watch | |
| 2014 | — | — | 14.2% | 49 | Fragile | Recovery | |
| 2013 | — | — | 20.2% | 40 | Governance-Stressed | Gov Risk | |
| 2012 | — | — | 23.3% | 35 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 13.4% | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANTOINETTE BOSKEY-CHADWICK | Secretary | — | ||
| RENATA BREWINGTON | Board Member | — | ||
| BARBARA BROWN | Board Member | — | ||
| SHARON BRYANT | VICE PRESIDE | — | ||
| ROBERT CARR | Board Member | — | ||
| DRE'NIX | Board Member | — | ||
| STEVE KELLY | Board Member | — | ||
| CATHERINE LITTLE | Board Member | — | ||
| TALINA MASSEY | Board Member | — | ||
| CHRISTOPHER MCCRUDDEN | Treasurer | — | ||
| NELSON MCDANIEL | Board Member | — | ||
| KATHY PATTON | Board President | — | ||
| CYNTHIA POLO | Board Member | — | ||
| SUZANNE RICHEY | Board Member | — | ||
| CHRISTINA ROCCI | Board Member | — | ||
| LINDA STAUNCH | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANTOINETTE BOSKEY-CHADWICK | Board Member | — | ||
| SANDY BRUNO | Board Member | — | ||
| SHARON BRYANT | Board Member | — | ||
| JEB COLLIER | Board Member | — | ||
| DRE'NIX | Board Member | — | ||
| STEVE HORSTMANN | Treasurer | — | ||
| FOSTER HUGHES | Board Member | — | ||
| TRAWICK H STUBBS JR | Board Member | — | ||
| CATHERINE LITTLE | Board Member | — | ||
| LINDA MACDONALD | Board President | — | ||
| TALINA MASSEY | Board Member | — | ||
| CHRISTOPHER MCCRUDDEN | Board Member | — | ||
| MATT MILLER | Board Member | — | ||
| KATHY PATTON | VICE PRESIDE | — | ||
| MARIE PHILLIPS | Board Member | — | ||
| SUZANNE RICHEY | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EILEEN BRESS | EXECUTIVE DI | 18.3% of Rev | ||
| CAROLINE BLAIN | Board Member | — | ||
| SANDY BRUNO | Board Member | — | ||
| SHARON BRYANT | Board Member | — | ||
| JEB COLLIER | Board President | — | ||
| ALAN CRAIG | Board Member | — | ||
| CILLE GRIFFITH | Board Member | — | ||
| EDWARD LEE HOOD | Board Member | — | ||
| TRAWICK H STUBBS JR | Board Member | — | ||
| CATHERINE LITTLE | Board Member | — | ||
| LINDA MACDONALD | VICE PRESIDE | — | ||
| MONICA PERRY MINUS | Board Member | — | ||
| GEORGE OLIVER | Board Member | — | ||
| KATHY PATTON | Treasurer | — | ||
| MARIE PHILLIPS | Board Member | — | ||
| DAWN POLLOCK | Board Member | — | ||
| SUZANNE RICHEY | Secretary | — | ||
| LEIGH-ANN SULLIVAN | Board Member | — |
Score breakdown
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.
Overall score has gone from 31 → 37 over 5 years (improving by 6 points).
What's driving this score
- Comp-to-revenue ratio of 18.2% sits within the sector's 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:
- 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.