Programmatic Contraction
What does this mean?
Total revenue is stable, but the percentage of expenses spent on actual mission shrinks. Indicates administrative bloat and spending on the machinery of raising money rather than the art itself.
The Path Forward
The Rainmaker
Represents the forced release of hoarded resources back into the community. It acts as a pressure valve against administrative capture, ensuring the mission takes priority over the machine.
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 | 31.1% | 40 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 44 | Fragile | Recovery | |
| 2021 | — | — | 31.6% | 38 | Governance-Stressed | Recovery | |
| 2020 | — | — | 26.5% | 36 | Fragile | Gov Risk | |
| 2019 | — | — | 28.3% | 42 | Fragile | Gov Risk | |
| 2018 | — | — | — | 49 | Fragile | Recovery | |
| 2017 | — | — | — | 47 | Fragile | Recovery | |
| 2016 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Decline Risk | |
| 2014 | — | — | — | 51 | Fragile | Recovery | |
| 2013 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Recovery | |
| 2011 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL E RICHER II | Executive Director | 17.4% of Rev | ||
| BRIAN H NORCROSS | Artistic Director | 10.8% of Rev | ||
| ELIZABETH LAVENDER | Board Member | 2.3% of Rev | ||
| GERALD HEILNER II | Board Member | 0.7% of Rev | ||
| THOMAS CARR | Board Member | — | ||
| JON CLEMENS | Board President | — | ||
| LAUREN FAIRFULL | VICE PRESIDE | — | ||
| CATRINA L LAUBACH | Treasurer | — | ||
| TJ TITCOMB | Board President | — | ||
| MARILYN WITTE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL E RICHER II | Executive Director | 33.9% of Rev | ||
| BRIAN NORCROSS | Artistic Director | 11.0% of Rev | ||
| PAUL E RICHER II | Executive Director | 10.8% of Rev | ||
| BRIAN H NORCROSS | Artistic Director | 6.6% of Rev | ||
| BETH LAVENDER | Board Member | 2.3% of Rev | ||
| MORGANN DAVIS | Board Member | 2.0% of Rev | ||
| MORGANN E DAVIS | Board Member | 1.8% of Rev | ||
| ELIZABETH K LAVENDER | Board Member | 1.0% of Rev | ||
| ANNE MARIE NYE | Board Member | 0.6% of Rev | ||
| L GENE CLARK | Board Member | 0.5% of Rev | ||
| ANNE MARIE NYE | Board Member | 0.4% of Rev | ||
| BETSY SWARTZ | Board Member | 0.3% of Rev | ||
| TJ TITCOMB | Board President | — | ||
| GARY L TROXELL | Board Member | — | ||
| ZACH FRIED | Board President | — | ||
| TJ TITCOMB | Board President | — | ||
| KATE GOLDEN | Treasurer | — | ||
| STEPHANIE STAUFFER | Board Member | — | ||
| CARL HARTMAN | Board Member | — | ||
| GARY TROXELL | Board Member | — | ||
| L GENE CLARK | Board Member | — | ||
| SCOTT E CULLEN | Board Member | — | ||
| ZACHARY FRIED | Board President | — | ||
| CARL H HARTMAN | Board Member | — | ||
| KENNETH M HUSLER | Board Member | — | ||
| CATRINA L LAUBACH | Treasurer | — | ||
| STEPHANIE J STAUFFER | Board Member | — | ||
| BETSY A SWARTZ | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 295 other orgs in PA with NTEE prefix A6.
Most-divergent component: financial score sits 13 points above the peer median (50 vs. 37).
5-year trend: Programmatic Contraction
Total revenue is stable, but the percentage of expenses spent on actual mission shrinks. Indicates administrative bloat and spending on the machinery of raising money rather than the art itself.
What's driving this score
- Comp-to-revenue ratio of 31.1% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 31.1% to under 22% of revenue — would move governance score by ~18 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.