Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
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
51
Score
Governance
45
Score
Financial
60
Score
Program
45
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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 17.0% | 51 | Fragile | Recovery | |
| 2022 | — | — | 20.6% | 47 | Fragile | Recovery | |
| 2021 | — | — | 13.5% | 39 | Fragile | Recovery | |
| 2020 | — | — | 26.3% | 32 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 16.2% | 43 | Fragile | Recovery | |
| 2018 | — | — | 20.2% | 35 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 19.3% | 37 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 17.9% | 43 | Fragile | Decline Risk | |
| 2015 | — | — | 18.1% | 43 | Fragile | Decline Risk | |
| 2014 | — | — | 17.6% | 47 | Fragile | Recovery | |
| 2013 | — | — | 15.3% | 43 | Fragile | Recovery | |
| 2012 | — | — | 20.0% | 35 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 16.1% | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Shearra Miller | Executive Direc | 16.3% of Rev | ||
| Dr Kendalyn Lutz-Craver | Board President | — | ||
| Dr Dustin Bridges | Chairman | — | ||
| Erin Borders | Treasurer | — | ||
| Lynn Carter | Secretary | — | ||
| Noel Manning | Board Member | — | ||
| Chris Gash | Board Member | — | ||
| Emily Crocker-Underwood | Board Member | — | ||
| Kay Young | Board Member | — | ||
| Susan Jones | Board Member | — | ||
| Adam Nestlerode | Board Member | — | ||
| Misti Merritt | Board Member | — | ||
| Hal Dedmond | Board Member | — | ||
| Michael Harden | Board President | — | ||
| Kitty Hoyle | Board Member | — | ||
| Dr Brian Hunnell | Board Member | — | ||
| Bill McCarter | Board Member | — | ||
| Patrick McMurry | Board Member | — | ||
| Omar Porter | Board Member | — | ||
| LaSundra Williams | Board Member | — | ||
| Emily Yelton | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Shearra Miller | Executive Direc | 16.2% of Rev | ||
| Dr Kendalyn Lutz-Craver | Board President | — | ||
| Dr Dustin Bridges | Chairman | — | ||
| Erin Borders | Treasurer | — | ||
| Lynn Carter | Secretary | — | ||
| Noel Manning | Board Member | — | ||
| Chris Gash | Board Member | — | ||
| Emily Crocker-Underwood | Board Member | — | ||
| Kay Young | Board Member | — | ||
| Susan Jones | Board Member | — | ||
| Adam Nestlerode | Board Member | — | ||
| Misti Merritt | Board Member | — | ||
| Hal Dedmond | Board Member | — | ||
| Michael Harden | Board President | — | ||
| Kitty Hoyle | Board Member | — | ||
| Dr Brian Hunnell | Board Member | — | ||
| Bill McCarter | Board Member | — | ||
| Patrick McMurry | Board Member | — | ||
| Omar Porter | Board Member | — | ||
| LaSundra Williams | Board Member | — | ||
| Emily Yelton | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Shearra Miller | Executive Direc | 16.0% of Rev | ||
| Dr Kendalyn Lutz-Craver | Chairman | — | ||
| Dr Dustin Bridges | Vice-Chairman | — | ||
| Erin Borders | Treasurer | — | ||
| Lynn Carter | Secretary | — | ||
| Noel Manning | Board President | — | ||
| David Cline | Board Member | — | ||
| Emily Crocker-Underwood | Board Member | — | ||
| Kay Young | Board Member | — | ||
| Wanda Ware | Secretary | — | ||
| Violet Arth Dukes | Marketing Direc | — | ||
| Sarah Rochester | Board Member | — | ||
| Hal Dedmond | Board Member | — | ||
| Michael Harden | Board Member | — | ||
| Kitty Hoyle | Board Member | — | ||
| Dr Brian Hunnell | Board Member | — | ||
| Bill McCarter | Board Member | — | ||
| Patrick McMurry | Board Member | — | ||
| Omar Porter | Board Member | — | ||
| Lucas Shires | Board Member | — | ||
| Joe Suttle | Board Member | — | ||
| Emily Yelton | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
60 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
51 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 222 other orgs in NC with NTEE prefix A6.
Most-divergent component: governance score sits 17 points below the peer median (45 vs. 62).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 43 → 51 over 5 years (improving by 8 points).
What's driving this score
- Comp-to-revenue ratio of 17.0% sits within the sector's healthy band (18–22%).
- 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.