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
29
Score
Governance
42
Score
Financial
40
Score
Program
15
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 68.4% | 29 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 37 | Fragile | Recovery | |
| 2021 | — | — | 56.0% | 38 | Governance-Stressed | Recovery | |
| 2020 | — | — | 14.5% | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 43 | Financially Distressed | Stable Watch | |
| 2018 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 47 | Fragile | Decline Risk | |
| 2016 | — | — | — | 51 | Fragile | Recovery | |
| 2015 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 51 | Fragile | Stable Watch | |
| 2013 | — | — | — | 51 | Fragile | Stable Watch | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch | |
| 2011 | — | — | — | 47 | Fragile | Recovery | |
| 2010 | — | — | — | 43 | Fragile | Decline Risk | |
| 2009 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIN TOWE | Artistic Director | 31.0% of Rev | ||
| KATELYNN ATKINS | OPERATIONS COORDINATOR | 15.8% of Rev | ||
| DANEIL POZP | ACCOMPANIST | 11.5% of Rev | ||
| SOPHIA HASKELL | CHORUS COORDINATOR | 10.1% of Rev | ||
| ELLEN MCLEMORE | Board President | — | ||
| REBECCA ATKINS | Board President | — | ||
| EMILY ESCOE | Board Member | — | ||
| PAM BOWERS | Treasurer | — | ||
| DORIS GRANUM | Board Member | — | ||
| LESLIE GORDON | Secretary | — | ||
| MONICA HEIDESCH | Board Member | — | ||
| TARA MAXWELL | Board Member | — | ||
| MARGARET MCDONALD | Board Member | — | ||
| TIKICA PLATT | Board Member | — | ||
| WICK PRICHARD | Board Member | — | ||
| ELLEN RITCHEY | Board Member | — | ||
| CUBBY RUPERS | Board Member | — | ||
| SPENCER TOLLY | Board Member | — | ||
| GREG SETTINERI | Board Member | — | ||
| WILL DIVERS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIN TOWE | Artistic Director | 31.6% of Rev | ||
| DEENA DAVIS BARRETT | CHORUS COORDINATOR | 12.9% of Rev | ||
| JARA L DAVIS | OPERATIONS COORDINATOR | 8.1% of Rev | ||
| KATELYNN ATKINS | OPERATIONS COORDINATOR | 2.9% of Rev | ||
| SOPHIA HASKELL | CHORUS COORDINATOR | 1.0% of Rev | ||
| STEVEN JONES | Board President | — | ||
| REBECCA ATKINS | Board Member | — | ||
| EMILY ESCOE | Secretary | — | ||
| JACKIE CAMPBELL | Board Member | — | ||
| JENNIFER GOLDEN | Board Member | — | ||
| LESLIE GORDON | Board Member | — | ||
| KEN GREENE | Board Member | — | ||
| CINDY HAYGOOD | Board Member | — | ||
| JASON HEWELL | Treasurer | — | ||
| MARCO HULL | Board Member | — | ||
| JIM LYONS | Board Member | — | ||
| CINDY MCKOY | Board Member | — | ||
| ERIKA POWELSON | Board Member | — | ||
| SPENCER TOLLY | Board President | — | ||
| CHARLOTTE SOSEBEE | Board Member | — | ||
| AMY YOUNG | Board Member | — | ||
| ASHLEY YOUNG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JARA L DAVIS | OPER COORDINATO | 19.4% of Rev | ||
| STEVEN JONES | Board President | — | ||
| EMILY ESCOE | Secretary | — | ||
| JENNIFER GOLDEN | DEVELOPMENT | — | ||
| CINDY HAYGOOD | Board President | — | ||
| JASON HEWELL | Treasurer | — | ||
| SPENCER TOLLY | Board President | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
40 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
15 / 100
weight 20%
Overall
29 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 209 other orgs in GA with NTEE prefix A6.
Most-divergent component: governance score sits 22 points below the peer median (42 vs. 64).
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 68.4% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 68.4% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.