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 |
|---|---|---|---|---|---|---|---|
| 2021 | — | — | — | 48 | Fragile | Decline Risk | |
| 2020 | — | — | — | 55 | Fragile | Recovery | |
| 2019 | — | — | — | 42 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 42 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 42 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 42 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 42 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 6.1% | 46 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 16.7% | 43 | Fragile | Stable Watch | |
| 2012 | — | — | 10.2% | 45 | Fragile | Stable Watch | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATE AWTREY | CHAIRMAN | — | ||
| THOMAS M BARTON | Board Member | — | ||
| JAMES DARDEN | Board Member | — | ||
| DAUNDRIA DRIVER | Board Member | — | ||
| WILLIAM EDWARDS | Board Member | — | ||
| DANIEL R SOSEBEE III | Treasurer | — | ||
| TERRI KOLANDER | Secretary | — | ||
| JOE MIRANDA | CHAIRMAN | — | ||
| KRISTEN NELSON | VICE CHAIRMA | — | ||
| CHARISSE THOMAS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 34 other orgs in GA with NTEE prefix A2.
Most-divergent component: program score sits 33 points above the peer median (60 vs. 27).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 42 → 48 over 5 years (improving by 6 points).
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.