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 | — | |
| 2024 | — | — | 10.4% | 52 | Fragile | Recovery | |
| 2023 | — | — | 19.9% | 43 | Fragile | Decline Risk | |
| 2022 | — | — | — | 49 | Fragile | Recovery | |
| 2021 | — | — | 26.7% | 40 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | — | 48 | Fragile | Recovery | |
| 2019 | — | — | 13.0% | 48 | Fragile | Decline Risk | |
| 2018 | — | — | 5.4% | 54 | Fragile | Stable Watch | |
| 2017 | — | — | 9.6% | 54 | Fragile | Recovery | |
| 2016 | — | — | 16.2% | 47 | Fragile | Recovery | |
| 2015 | — | — | 21.5% | 45 | Governance-Stressed | Recovery | |
| 2014 | — | — | 17.9% | 43 | Fragile | Decline Risk | |
| 2013 | — | — | 12.0% | 49 | Fragile | Recovery | |
| 2012 | — | — | 18.8% | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES SCAVULLO | EXECUTIVE DI | 10.5% of Rev | ||
| LEWIS BAIRD | Board Member | — | ||
| REBECCA BEST | Board Member | — | ||
| BEN CASELLA | Board Member | — | ||
| JEFF DRAKE | Board Member | — | ||
| WAYNE GUILFOYLE | Board Member | — | ||
| RICHARD LASHOBER | Board Member | — | ||
| SHAUNTIA LEWIS | Board Member | — | ||
| CHIP MATSON | Board Member | — | ||
| ALLISON MOORE | Board Member | — | ||
| LEAH PONTANI | Board Member | — | ||
| ED PRESNELL | Board Member | — | ||
| HEATHER J SEIGLER | Board Member | — | ||
| GEORGE SNEED | Board Member | — | ||
| ROB WYNN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES SCAVULLO | Executive Director | 9.7% of Rev | ||
| RICHARD LASHOBER | Board Member | — | ||
| CHIP MATSON | Board Member | — | ||
| SETH BABB | Board Member | — | ||
| BRIAN MIRSHAK | Board Member | — | ||
| BEN CASELLA | Board Member | — | ||
| CARTER MURPHY | Board Member | — | ||
| LEWIS BAIRD | Board Member | — | ||
| ED PRESNELL | Board Member | — | ||
| TECIE NEW | Board Member | — | ||
| GEORGE SNEED | Board Member | — | ||
| ROB WYNN | Board Member | — | ||
| KEVIN GROGAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES SCAVULLO | Executive Director | — | ||
| RICHARD LASHOBER | Board Member | — | ||
| CHIP MATSON | Board Member | — | ||
| SETH BABB | Board Member | — | ||
| BRIAN MIRSHAK | Board Member | — | ||
| BEN CASELLA | Board Member | — | ||
| CARTER MURPHY | Board Member | — | ||
| LEWIS BAIRD | Board Member | — | ||
| ED PRESNELL | Board Member | — | ||
| TECIE SAMS | Board Member | — | ||
| GEORGE SNEED | Board Member | — | ||
| ROB WYNN | Board Member | — | ||
| KEVIN GROGAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES SCAVULLO | Executive Director | 9.2% of Rev | ||
| ERIN ARMSTRONG | Board Member | — | ||
| CHIP MATSON | Board Member | — | ||
| SETH BABB | Board Member | — | ||
| KELLY KENNER MCINTYRE | Board Member | — | ||
| LEWIS VAIRD | Board Member | — | ||
| BRIAN MIRSHAK | Board Member | — | ||
| BEN CASELLA | Board Member | — | ||
| CARTER MURPHY | Board Member | — | ||
| ANGELA CHANG | Board Member | — | ||
| ED PRESNELL | Board Member | — | ||
| MARTHA ROBERTSON | Board Member | — | ||
| TECIE SAMS | Board Member | — | ||
| GEORGE SNEED | Board Member | — | ||
| ROB WYNN | Board Member | — | ||
| KEVIN GROGAN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 123 other orgs in GA with NTEE prefix A6.
Most-divergent component: program score sits 30 points above the peer median (60 vs. 30).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 10.4% sits within the sector's healthy band (18–22%).
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.