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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 62.8% | 37 | Governance-Stressed | Gov Risk | |
| 2022 | Hidden | Hidden | 14.7% | 45 | Fragile | Recovery | |
| 2021 | — | — | — | 37 | Fragile | Recovery | |
| 2020 | — | — | — | 42 | Fragile | Recovery | |
| 2019 | — | — | — | 43 | Fragile | Stable Watch | |
| 2018 | — | — | — | 43 | Fragile | Stable Watch | |
| 2017 | — | — | — | 43 | Fragile | Recovery | |
| 2016 | — | — | — | 39 | Fragile | Decline Risk | |
| 2015 | — | — | — | 43 | Fragile | Stable Watch | |
| 2014 | — | — | — | 43 | Fragile | Recovery | |
| 2013 | — | — | — | 39 | Fragile | Decline Risk | |
| 2012 | — | — | — | 43 | Fragile | Stable Watch | |
| 2011 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MITCH CORN | EXECUTIVE DI | 22.9% of Rev | ||
| VICTORIA LAMBERTH | Artistic Director | 22.9% of Rev | ||
| ALLISON STARLING | Secretary | 16.9% of Rev | ||
| BETH NORRIS | Secretary | 0.1% of Rev | ||
| GEORGE FERENCZ | Treasurer | — | ||
| JIMMY FERRERO | Board Member | — | ||
| JONATHAN FORRESTER | Board President | — | ||
| DENISE LOCKETT | Board Member | — | ||
| RIVER SPADE | Board Member | — | ||
| MICHELE SPARKS | Board Member | — | ||
| STEVE WOODSMALL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JANICE P GUAZZO | Board President | — | ||
| KATHLEEN HENBY | Treasurer | — | ||
| JONATHAN FORRESTER | Board Member | — | ||
| DON SCHWARTZ | Production Designer | — | ||
| CANDICE LEWIS | Board Member | — | ||
| MARK LIEBERMAN | Board President | — | ||
| LISA MCCARTHY | Board Member | — | ||
| JIMMY FERRARO | Board Member | — | ||
| JEFF MESSER | Board Member | — | ||
| MICHELLE LINSON | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 222 other orgs in NC with NTEE prefix A6.
Most-divergent component: governance score sits 20 points below the peer median (42 vs. 62).
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 62.8% 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 62.8% 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.