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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 15.0% | 33 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 19.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 26.7% | 36 | Fragile | Gov Risk | |
| 2020 | — | — | — | 51 | Fragile | Stable Watch | |
| 2019 | — | — | — | 51 | Fragile | Decline Risk | |
| 2018 | — | — | — | 61 | Stable | Stable Watch | |
| 2017 | — | — | — | 43 | Fragile | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Recovery | |
| 2015 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Paul Reali | Executive Director | 24.1% of Rev | ||
| Kathryn Collins | Board President | 5.9% of Rev | ||
| Edwin Williams | Board Member | — | ||
| Marsha Rhee | Board Member | — | ||
| Louanne Woznicki | Board Member | — | ||
| Christine Arvidson | Secretary | — | ||
| Deborah Bosley | Treasurer | — | ||
| LeeFredrick Bowen | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Paul Reali | Executive Director | 22.5% of Rev | ||
| Kathryn Collins | Board President | 4.7% of Rev | ||
| Edwin Williams | Board Member | — | ||
| Marsha Rhee | Board Member | — | ||
| Louanne Woznicki | Board Member | — | ||
| Christine Arvidson | Secretary | — | ||
| Deborah Bosley | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Paul Reali | Co-founder, Executive Manager | 17.5% of Rev | ||
| Kathryn Collins | Board President | 2.4% of Rev | ||
| Deborah Bosley | Treasurer | — | ||
| Edwin Williams | Board Member | — | ||
| Marsha Rhee | Board Member | — | ||
| Christine Arvidson | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Paul Reali | Co-founder, Operations Manager | 14.4% of Rev | ||
| Kathryn Collins | Executive Director | 2.5% of Rev | ||
| Lisa Zerkle | Secretary | 0.2% of Rev | ||
| Deborah Bosley | Treasurer | — | ||
| Edwin Williams | Board Member | — | ||
| Andrea Chandler | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in NC for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 15.0% 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.