Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↓
Overall
28
Score
Governance
50
Score
Financial
0
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 30 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 38 | Fragile | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 35 | Fragile | Recovery | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONNA CAMP | Board President | — | ||
| MARIE HARRILL | Secretary | — | ||
| JULIE HAEHN | Board Member | — | ||
| ELIZABETH HEARD | Board President | — | ||
| AMY EVANS | Board Member | — | ||
| DONALD VAUGHAN | NEW SPONSOR DEVELOPMENT | — | ||
| BRENDA MCFADDEN | SPONSOR LIAISON | — | ||
| JENNIFER NOWLIN | Board Member | — | ||
| RHONDA BENTZ | Board President | — | ||
| BARBARA KEY | Board Member | — | ||
| GIGI RENAUD | Board President | — | ||
| LAURA JAMES | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VANESSA SKENES | Board President | — | ||
| MARIE HARRILL | Treasurer | — | ||
| MARY INGRAM | Board Member | — | ||
| TERESA BEAUPRE | Board President | — | ||
| DONNA CAMP | Secretary | — | ||
| MARY RUSH | EXECUTIVE ASSISTANT | — | ||
| BROOKE FIELDS | Board President | — | ||
| JENNIFER PITTS | Board Member | — | ||
| ELIZABETH HEARD | Board President | — | ||
| AMY PAUL | SPONSOR LIAISON | — | ||
| JOANNE LAHEY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VANESSA SKENES | Board President | — | ||
| CINDY BATES | Treasurer | — | ||
| MARY INGRAM | Board Member | — | ||
| LAURA LORENZ | Board President | — | ||
| DONNA CAMP | Secretary | — | ||
| MARY RUSH | EXECUTIVE ASSISTANT | — | ||
| BROOKE FIELDS | Board President | — | ||
| DEBBIE DAITTILLIO | Board President | — | ||
| JENNIFER PITTS | Board Member | — | ||
| ELIZABETH HEARD | Board Member | — | ||
| REBECCA SCHLOSSER | Board President | — | ||
| AMY PAUL | SPONSOR LIAISON | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VANESSA SKENES | Board President | — | ||
| KIM LITTRELL | Secretary | — | ||
| CINDY BATES | Treasurer | — | ||
| KIM RILEY | Vice President | — | ||
| DEBBIE MCGEE | Vice President | — | ||
| JENNIFER PITTS | Vice President | — | ||
| MARY INGRAM | Vice President | — | ||
| ANDREA KNUPP | Board Member | — | ||
| JUDY JAY | Board Member | — | ||
| LISA LLOYD | Board Member | — | ||
| SARAH HEARN-VONFOERSTER | Board Member | — | ||
| LESLIE MEADOWS | Board Member | — | ||
| LAURA KILMARTIN | Board Member | — | ||
| LAURA LORENZ | Board Member | — | ||
| SUE RILEY | Board Member | — | ||
| JOANNE LAHEY | Board Member | — | ||
| DONNA CAMP | Board Member | — | ||
| DEBBIE JOHNSON | Board Member | — | ||
| JOAN STEVENSON | Board Member | — | ||
| RHONDA BARRETT | Board Member | — | ||
| PAULETTA ROOT | Board Member | — | ||
| MARY SKENES | Board Member | — | ||
| TERESA BEAUPRE | Board Member | — | ||
| RHONDA BENTZ | Board Member | — | ||
| DOT MURPHY | Board Member | — | ||
| DEBBIE FAIRCLOTH | Board Member | — | ||
| MARY ANN GERHARD | Board Member | — | ||
| JENNIFER DYMEK | Board Member | — | ||
| LAURA GREEN | Board Member | — | ||
| NANCYE MILAM | Board Member | — | ||
| PEGGIE HAMILTON | Board Member | — | ||
| PHYLLIS CITRON | Board Member | — | ||
| PAM SMITH | Board Member | — | ||
| ANDREA ALEMANNI | Board Member | — | ||
| ELIZABETH CRAFT | Board Member | — | ||
| DIANNE PUSCH | Board Member | — | ||
| ROSEMARY REED | Board Member | — | ||
| TAMMY HAYES | Board Member | — | ||
| SHERRI HILL | Board Member | — | ||
| KAREN SMITH | Board Member | — | ||
| KIM SMIR | Board Member | — | ||
| SANDRA ENNEVER | Board Member | — | ||
| GAIL WILLIAMS | Board Member | — | ||
| MICHELL SEIFERT | Board Member | — | ||
| BEVERLY WRIGHT | Board Member | — | ||
| FRANCES VINOSKI | Board Member | — | ||
| KITTY ROBISON | Board Member | — | ||
| ANNE DANIEL | Board Member | — | ||
| NANCY BOGARD | Board Member | — | ||
| MARY RUSH | EXECUTIVE ASSISTANT | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
28 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NC with NTEE prefix A6.
Most-divergent component: financial score sits 37 points below the peer median (0 vs. 37).
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.
- 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.