Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Stable
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
52
Score
Governance
50
Score
Financial
50
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
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 | — | |
| 2023 | Hidden | Hidden | — | 52 | Fragile | Stable Watch | |
| 2022 | — | — | — | 52 | Fragile | Stable Watch | |
| 2021 | — | — | — | 55 | Fragile | Stable Watch | |
| 2020 | — | — | — | 55 | Fragile | Decline Risk | |
| 2019 | — | — | — | 59 | Fragile | Recovery | |
| 2018 | — | — | — | 52 | Fragile | Stable Watch | |
| 2017 | — | — | — | 52 | Fragile | Stable Watch | |
| 2016 | — | — | — | 52 | Fragile | Stable Watch | |
| 2015 | — | — | — | 52 | Fragile | Decline Risk | |
| 2014 | — | — | — | 56 | Fragile | Recovery | |
| 2013 | — | — | — | 52 | Fragile | Stable Watch | |
| 2012 | — | — | — | 49 | Fragile | Decline Risk | |
| 2011 | — | — | — | 56 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDI MA MACDONALD | Executive Director | 11.7% of Rev | ||
| ROBERT SCHILLER | Treasurer | 7.0% of Rev | ||
| ELIZABETH RANSOM | Vice President | 5.2% of Rev | ||
| MR CHIP ANDERSON | Board President | — | ||
| MR LARRY WILSON | Board President | — | ||
| MS DIANNE C SELLERS | Secretary | — | ||
| COL MATT SEGAL | Treasurer | — | ||
| MS CATHARINE BIGGS ARROWOOD | Board Member | — | ||
| MR JOSEPH C BASTIAN | Board Member | — | ||
| MR RICHARD DICK L DAUGHERTY | Board Member | — | ||
| MR WILLIAM LEE BILL HODGES | Board Member | — | ||
| MR D S STEVE HODGES | Board Member | — | ||
| DR TED R KUNSTLING | Board Member | — | ||
| MR ROBERT LOWETH | Board Member | — | ||
| DR EMILY MANN PECK | Board Member | — | ||
| DR SHALER STIDHAM JR | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDI MA MACDONALD | Executive Director | 8.3% of Rev | ||
| ROBERT SCHILLER | Board President | 5.0% of Rev | ||
| MR LARRY WILSON | Board President | — | ||
| MR CHIP ANDERSON | Board President | — | ||
| MS DIANNE C SELLERS | Secretary | — | ||
| COL MATT SEGAL | Treasurer | — | ||
| MS CATHARINE BIGGS ARROWOOD | Board Member | — | ||
| MR RICHARD L DAUGHERTY DICK | Board Member | — | ||
| MR DON DAVIS | Board Member | — | ||
| DR WARNER L HALL | Board Member | — | ||
| DR WM CHARLES HELTON | Board Member | — | ||
| MR WILLIAM LEE HODGES | Board Member | — | ||
| DR TED R KUNSTLING | Board Member | — | ||
| MR JAMES WILEY NARRON | Board Member | — | ||
| MR THOMAS H ROBERG | Board Member | — | ||
| DR SHALER STIDHAM JR | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDI MA MACDONALD | Executive Director | 6.7% of Rev | ||
| ROBERT SCHILLER | Treasurer | 4.2% of Rev | ||
| MR LARRY WILSON | Board President | — | ||
| MR D S STEVE HODGES | Board President | — | ||
| MS DIANNE C SELLERS | Secretary | — | ||
| COL MATT SEGAL | Treasurer | — | ||
| MR CHIP ANDERSON | Board Member | — | ||
| MS CATHARINE BIGGS ARROWOOD | Board Member | — | ||
| MR RICHARD L DAUGHERTY DICK | Board Member | — | ||
| MR DON DAVIS | Board Member | — | ||
| DR WARNER L HALL | Board Member | — | ||
| DR WM CHARLES HELTON | Board Member | — | ||
| MR WILLIAM LEE HODGES | Board Member | — | ||
| DR TED R KUNSTLING | Board Member | — | ||
| MR HENRY A MITCHELL JR | Board Member | — | ||
| MR JAMES WILEY NARRON | Board Member | — | ||
| MR THOMAS H ROBERG | Board Member | — | ||
| DR SHALER STIDHAM JR | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDI MA MACDONALD | Executive Director | 9.5% of Rev | ||
| ROBERT SCHILLER | Treasurer | 5.0% of Rev | ||
| MR LARRY WILSON | Board President | — | ||
| MR D S STEVE HODGES | Board President | — | ||
| MS DIANNE C SELLERS | Secretary | — | ||
| COL MATT SEGAL | Treasurer | — | ||
| MR CHIP ANDERSON | Board Member | — | ||
| MS CATHARINE BIGGS ARROWOOD | Board Member | — | ||
| MR RICHARD L DAUGHERTY DICK | Board Member | — | ||
| MR DON DAVIS | Board Member | — | ||
| DR ROBERT EBY | Board Member | — | ||
| DR WARNER L HALL | Board Member | — | ||
| DR WM CHARLES HELTON | Board Member | — | ||
| MR WILLIAM LEE HODGES | Board Member | — | ||
| DR TED R KUNSTLING | Board Member | — | ||
| MR HENRY A MITCHELL JR | Board Member | — | ||
| MR JAMES WILEY NARRON | Board Member | — | ||
| MR THOMAS H ROBERG | Board Member | — | ||
| DR SHALER STIDHAM JR | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
52 / 100
Stable
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 9 other orgs in NC with NTEE prefix A1.
Most-divergent component: program score sits 38 points above the peer median (60 vs. 22).
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.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.