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 | — | — | 37.3% | 54 | Governance-Stressed | Recovery | |
| 2023 | Hidden | Hidden | — | 47 | Fragile | Stable Watch | |
| 2022 | — | — | — | 43 | Fragile | Recovery | |
| 2021 | — | — | — | 39 | Fragile | Decline Risk | |
| 2020 | — | — | — | 54 | Fragile | Recovery | |
| 2019 | — | — | — | 65 | Stable | Stable Watch | |
| 2018 | — | — | — | 57 | Fragile | Stable Watch | |
| 2017 | — | — | — | 61 | Stable | Stable Watch | |
| 2016 | — | — | — | 57 | Fragile | Decline Risk | |
| 2015 | — | — | — | 61 | Stable | Stable Watch | |
| 2014 | — | — | — | 61 | Stable | Stable Watch | |
| 2013 | — | — | — | 57 | Fragile | Stable Watch | |
| 2012 | — | — | — | 57 | Fragile | Stable Watch | |
| 2011 | — | — | — | 57 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH MCALINN | ADMINISTRATO | 37.3% of Rev | ||
| JACKIE DIRSCHERL | Board Member | — | ||
| JAN DOCKENDORF | Board Member | — | ||
| WILLIAM L GETTYS | Treasurer | — | ||
| MARY JO LAPORTE | Secretary | — | ||
| TOD M LEAVEN | Board Member | — | ||
| REVEREND WILLIAM E SMITH | Board President | — | ||
| MARCIE STUTZMAN | VICE PRESIDE | — | ||
| LESLIE WELKER | Board Member | — | ||
| JESSICA RUGH FRANTZ | Board Member | — | ||
| KYM VERHOVSHEK | Board Member | — | ||
| POLLY FIETZINGER | Board Member | — | ||
| MARILYNNE HERBERT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VALERIE POULLETTE ALTMAN | Board President | — | ||
| MARILYNNE HERBERT | VICE PRESIDE | — | ||
| RICHARD SMITH | Treasurer | — | ||
| MARY HOLMES | Secretary | — |
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 28 points above the peer median (80 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 37.3% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 37.3% to under 22% of revenue — would move governance score by ~31 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.