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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | 7.1% | 40 | Fragile | Stable Watch | |
| 2023 | — | — | 7.8% | 40 | Fragile | Decline Risk | |
| 2022 | — | — | 6.4% | 46 | Fragile | Decline Risk | |
| 2021 | — | — | 9.2% | 50 | Fragile | Recovery | |
| 2020 | — | — | 8.9% | 40 | Fragile | Recovery | |
| 2019 | — | — | 9.6% | 30 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 10.1% | 37 | Fragile | Recovery | |
| 2017 | — | — | 12.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 12.0% | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 15.0% | 25 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 12.5% | 39 | Fragile | Recovery | |
| 2013 | — | — | 14.0% | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2011 | — | — | 12.0% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHY COTTINGHAM | EXECUTIVE DI | 6.1% of Rev | ||
| DAVID ASHMORE | Board Member | — | ||
| DENISE BAYLISS | Board Member | — | ||
| RANDY BLOUIN | Board Member | — | ||
| BARBARA BRASINGTON | Board Member | — | ||
| CHRIS BROWN | Board Member | — | ||
| KIRBY BURNETT | Board Member | — | ||
| ALLEN BURNS | Board Member | — | ||
| KATHY COCHRAN | Secretary | — | ||
| KIRBY COLSON | Board President | — | ||
| MERRY COX | SINGERS' PRE | — | ||
| SHIRLEY DUNCAN | Board Member | — | ||
| DAVE FARMER | Board Member | — | ||
| DEBORAH FAULKNER | Board Member | — | ||
| ALLISON FOY | Board Member | — | ||
| MARTHA GADDY | Board Member | — | ||
| JACKIE GOGGINS | Board Member | — | ||
| BARBARA GULLEY | Treasurer | — | ||
| SYLVIA HODGE | Board Member | — | ||
| MICHAEL HOLTZCLAW | Board Member | — | ||
| BINGHAM VICK JR | Board Member | — | ||
| DOUGLAS KENNEMORE | Board Member | — | ||
| WAYNE KING | Board Member | — | ||
| MARCUS LAUGHTER | PAST PRESIDE | — | ||
| DONALD LILLY | Board Member | — | ||
| PATTI MCABEE | Board Member | — | ||
| DON MCALISTER | Board Member | — | ||
| JOHN POLO | Board Member | — | ||
| DONALD VAN RIPER | Board Member | — | ||
| CHRIS ROBINSON | Board Member | — | ||
| LYNNE ROBINSON | Board President | — | ||
| LINDA RUSS | Board Member | — | ||
| JOE WATERS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BINGHAM VICK JR | Artistic Director | 7.7% of Rev | ||
| ERIC BATSON | Board Member | — | ||
| BARBARA BRASINGTON | Board Member | — | ||
| ALLEN BURNS | Board Member | — | ||
| BONNIE CHURCH | Board Member | — | ||
| KATHY COCHRAN | Board Member | — | ||
| KIRBY COLSON | Board Member | — | ||
| KATHY COTTINGHAM | Board President | — | ||
| HUGH FLOYD | Board Member | — | ||
| MARTHA GADDY | Board Member | — | ||
| BARBARA GULLEY | Treasurer | — | ||
| DONNA HOLTZ | Board Member | — | ||
| MARCUS LAUGHTER | VICE PRESIDE | — | ||
| LADONNA MEINDL | Board Member | — | ||
| DONALD VAN RIPER | Board Member | — | ||
| LYNNE ROBINSON | SINGER'S PRE | — | ||
| PAUL SCHAEFER | OPERATIONS C | — | ||
| RANDY TRAYNHAM | INDIVID GIFT | — | ||
| JOE WATERS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 98 other orgs in SC with NTEE prefix A6.
Most-divergent component: program score sits 17 points above the peer median (45 vs. 28).
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.
Overall score has gone from 40 → 40 over 5 years (stable by 0 points).
What's driving this score
- Comp-to-revenue ratio of 7.1% 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.