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 | 23.6% | 50 | Governance-Stressed | Recovery | |
| 2023 | — | — | — | 46 | Fragile | Recovery | |
| 2022 | — | — | 27.6% | 33 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 49.9% | 28 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | — | 44 | Fragile | Recovery | |
| 2019 | — | — | — | 47 | Fragile | Recovery | |
| 2018 | — | — | — | 47 | Fragile | Stable Watch | |
| 2017 | — | — | — | 43 | Fragile | Recovery | |
| 2016 | — | — | — | 39 | Financially Distressed | Stable Watch | |
| 2015 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 47 | Fragile | Stable Watch | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID KISER | EXECUTIVE DI | 23.6% of Rev | ||
| SUSAN WISE | DEVELOPMENT | — | ||
| JEFF GAINES | Board President | — | ||
| JONATHAN JACOBS | Secretary | — | ||
| BEN DING | Treasurer | — | ||
| DEBORAH FREEMAN | NOMINATING | — | ||
| TYRUS CLARK | Board Member | — | ||
| MYRA CORDELL BAGNOLI | VICE PRESIDE | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HOLLY CAPRELL | EXECUTIVE DI | 20.8% of Rev | ||
| HOLLY CAPRELL | EXECUTIVE DI | 19.2% of Rev | ||
| PEARLIE HARRIS | VICE PRESIDE | — | ||
| BILL JOHNSON | Treasurer | — | ||
| STEVE BICHEL | Board President | — | ||
| KATHY MCKINNEY | LONG RANGE P | — | ||
| SCOTT FRIERSON | SCHOLARSHIP | — | ||
| ANN HICKS | Secretary | — | ||
| JANICE CLEMENTS | MARKETING CO | — | ||
| LARRY STOFER | MARKETING CO | — | ||
| MYRA CORDELL | Board Member | — | ||
| SUSAN WISE | DEVELOPMENT | — | ||
| DAVID KISER | EXECUTIVE DI | — | ||
| WILLIAM JOHNSON | Treasurer | — | ||
| STEVE BICHEL | Board President | — | ||
| MYRA CORDELL BAGNOLI | DI COMMITTEE | — | ||
| CHRISTOPHER DAVIS | Board Member | — | ||
| SCOTT FRIERSON | SCHOLARSHIP | — | ||
| PEARLIE HARRIE | VICE PRESIDE | — | ||
| KAMARYN JENNINGS | SCHOLARSHIP | — | ||
| KATHY MCKINNEY | LONG TERM PL | — | ||
| SHANE ROBERTSON | Board Member | — | ||
| LARRY STOFER | PUBLICITY | — | ||
| SUSAN WISE | DEVELOPMENT | — | ||
| ANN HICKS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PEARLIE HARRIS | VICE PRESIDE | — | ||
| BILL JOHNSON | Treasurer | — | ||
| STEVE BICHEL | Board President | — | ||
| KATHY MCKINNEY | LONG RANGE P | — | ||
| CHRIS COLE | DEVELOPMENT | — | ||
| CHARITY MCMULLIN | DEVELOPMENT | — | ||
| SCOTT FRIERSON | SCHOLARSHIP | — | ||
| SUSANNE WOLF | SCHOLARSHIP | — | ||
| ANN HICKS | Secretary | — | ||
| JANICE CLEMENTS | MARKETING CO | — | ||
| NYROBA LEAMAN | AT LARGE MEM | — | ||
| LARRY STOFER | MARKETING CO | — |
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: financial score sits 42 points above the peer median (75 vs. 33).
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 23.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.