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 |
|---|---|---|---|---|---|---|---|
| 2022 | — | — | — | 48 | Fragile | Decline Risk | |
| 2021 | — | — | — | 56 | Fragile | Recovery | |
| 2020 | — | — | — | 48 | Fragile | Recovery | |
| 2019 | — | — | — | 41 | Fragile | Stable Watch | |
| 2018 | — | — | — | 41 | Fragile | Decline Risk | |
| 2017 | — | — | — | 52 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIELLEN BATEMAN | Board President | — | ||
| RICHARD BROWN | PAST TREASUR | — | ||
| JIM BULLION | PAST PRESIDE | — | ||
| JOHN DIXON | Board Member | — | ||
| JIM GLASS | Board Member | — | ||
| LADD MURPHY | Treasurer | — | ||
| BEN ROBERTS | Board Member | — | ||
| JUDGE W LOUIS SANDS | Board Member | — | ||
| HOLLAND WRIGHT | VICE PRESIDE | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIELLEN BATEMAN | Board Member | — | ||
| RICHARD BROWN | Treasurer | — | ||
| JIM BULLION | Board President | — | ||
| JOHN DIXON | Board Member | — | ||
| HOLLAND WRIGHT | VICE-PRESIDE | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIELLEN BATEMAN | Board Member | — | ||
| RICHARD BROWN | Treasurer | — | ||
| JIM BULLION | Board President | — | ||
| JOHN DIXON | Board Member | — | ||
| HOLLAND WRIGHT | VICE-PRESIDE | — |
Score breakdown
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 14 points below the peer median (50 vs. 64).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 41 → 48 over 5 years (improving by 7 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.