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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 14.4% | 24 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 15.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 13.2% | 33 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 43 | Fragile | Recovery | |
| 2018 | — | — | — | 39 | Financially Distressed | Stable Watch | |
| 2017 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 43 | Fragile | Recovery | |
| 2015 | — | — | — | 39 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBRA SENCHAK | Artistic Director | 7.8% of Rev | ||
| STEPHEN KEITH | Board President | — | ||
| COURTNEY SHELDON | Board President | — | ||
| SHARON BEAUMONT | Secretary | — | ||
| ASHLEA HASS | LEADING COMMUNITY | — | ||
| MARY BETH WALDEN | MARKETING | — | ||
| USHMA SKUKLA OLDHAM | FUNDRAISING | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBRA SENCHAK | Artistic Director | 14.4% of Rev | ||
| STEPHEN KEITH | Board President | — | ||
| MARY BETH WALDEN | MARKETING | — | ||
| USHMAN SKUKLA OLDHAM | FUNDRAISING | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBRA SENCHAK | Artistic Director | 14.4% of Rev | ||
| INARA SNYDER | Board Member | — | ||
| USHMAN SKUKLA OLDHAM | Board Member | — | ||
| MARY BETH WALDEN | Board Member | — | ||
| STEPHEN KEITH | Secretary | — | ||
| KAREN BELL | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBRA SENCHAK | Artistic Director | 10.3% of Rev | ||
| INARA SNYDER | Board Member | — | ||
| STEPHEN KEITH | Secretary | — | ||
| KAREN BELL | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 145 other orgs in NC with NTEE prefix A6.
Most-divergent component: financial score sits 27 points below the peer median (10 vs. 37).
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 14.4% sits within the sector's healthy band (18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.