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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 14.6% | 35 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 45 | Fragile | Recovery | |
| 2021 | — | — | 8.5% | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | 16.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN KOPPELMEYER | EXECUTIVE DI | 14.0% of Rev | ||
| SYDNEY KOPPELMEYER | EXECUTIVE DI | 0.6% of Rev | ||
| TOMMY ALLISON | Board Member | — | ||
| DAWN CLARK | Board Member | — | ||
| SAM FOX | Board Member | — | ||
| RICHARD GRIGGS | Board Member | — | ||
| ED HAYES | Treasurer | — | ||
| ASHLEY JIMENEZ | Board Member | — | ||
| KIRK LAWTON | BOARD CHAIRM | — | ||
| FREDDY MORRISON | Board Member | — | ||
| SUE SHOEMAKER | Secretary | — | ||
| SHAN'EE WASSON | Board Member | — | ||
| ARNOLD WATT | Board Member | — | ||
| HOLDEN WELCH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN KOPPELMEYER | EXECUTIVE DI | 9.6% of Rev | ||
| KIRK LAWTON | BOARD CHAIRM | — | ||
| ARNOLD WATT | VICE CHAIRMA | — | ||
| TOMMY ALLISON | Treasurer | — | ||
| CHATNEY HARRIS | Board Member | — | ||
| SUE SHOEMAKER | Board Member | — | ||
| BILL JOHNSTON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN KOPPELMEYER | Executive Dir. | 6.5% of Rev | ||
| BILL JOHNSTON | Board Member | — | ||
| CRAIG ROMEO | Board Member | — | ||
| CHRYSTAL INGERSOLL | Board Member | — | ||
| HOLDEN WELCH | Board Member | — | ||
| SUE SHOEMAKER | Board Member | — | ||
| CHATNEY HARRIS | Board Member | — | ||
| KIRK LAWTON | Chairman | — | ||
| ARNOLD WATT | Vice Chairman | — | ||
| TOMMY ALLISON | Treasurer | — | ||
| KYLE KETSDEVER | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 37 other orgs in NC with NTEE prefix A2.
Most-divergent component: financial score sits 15 points below the peer median (15 vs. 30).
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 14.6% 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:
- 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.