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 | — | |
| 2023 | — | — | — | 65 | Stable | Stable Watch | |
| 2022 | — | — | — | 53 | Fragile | Recovery | |
| 2021 | — | — | — | 52 | Fragile | Recovery | |
| 2020 | — | — | — | 53 | Fragile | Recovery | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 49 | Fragile | Recovery | |
| 2016 | — | — | — | 47 | Fragile | Recovery | |
| 2015 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN HARRIS | Board President | — | ||
| CHERYL OPEL | Board President | — | ||
| KARA BARNETTE | Secretary | — | ||
| JENNIFER RIORDAN | TREASUER | — | ||
| JOHN FARRELL | BOARD MEMEBER | — | ||
| KIESHA GARRIDO | BOARD MEMEBER | — | ||
| JON KADELA | BOARD MEMEBER | — | ||
| DENISE MCKERCHER | BOARD MEMEBER | — | ||
| MATTHEW MONTE | BOARD MEMEBER | — | ||
| LAUREN NEWELL | BOARD MEMEBER | — | ||
| VICTORIA POWELL | BOARD MEMEBER | — | ||
| ANDY RASSLER | BOARD MEMEBER | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNE WILSON | Board Member | — | ||
| MATTHEW SMITH | Board President | — | ||
| JENNIFER RIORDAN | Treasurer | — | ||
| CHERYL OPEL | VICE PRESIDE | — | ||
| LESI JONAP | Secretary | — | ||
| ANNA GROSS | Board Member | — | ||
| BRAIN RASSLER | Board Member | — | ||
| JOHN FARRELL | Board Member | — | ||
| KIM JACOBS | Board Member | — | ||
| JOHN ROBERTS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHIRSTY HINKLEMAN | Secretary | — | ||
| MARY KATHRYN EWART | PAST PRESIDE | — | ||
| ALLISON PROBA | VICE PRESIDE | — | ||
| WILL BAYSINGER | Board President | — | ||
| ANDREA HEATH | Board Member | — | ||
| LIZ STONNELL | Board Member | — | ||
| MIKE STONNELL | Board Member | — | ||
| BETH YOUNCE | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 145 other orgs in NC with NTEE prefix A6.
Most-divergent component: financial score sits 64 points above the peer median (100 vs. 36).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- 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.