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 |
|---|---|---|---|---|---|---|---|
| 2022 | — | — | 15.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 18.1% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 21.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Barbara Nan Lambrecht | Executive Director | 15.3% of Rev | ||
| Gail Tyson | Board President | — | ||
| CW Cherry | Treasurer | — | ||
| Carolyn Corley | Secretary | — | ||
| Jeff Kovac | Board Member | — | ||
| Linda Parsons | Board Member | — | ||
| Summer Awad | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jayne Morgan | Artistic Director | 33.7% of Rev | ||
| Jeffrey Kovac | Board President | — | ||
| Carolyn Corley | Secretary | — | ||
| David Dwyer | Board President | — | ||
| CW Bill Cherry | Treasurer | — | ||
| Linda Parsons | Board Member | — | ||
| Troy Scruggs | Board Member | — | ||
| Summer Awad | Board Member | — | ||
| Brandi Augustus | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jayne Morgan | Artistic Director | 33.7% of Rev | ||
| Christopher freeman | General Manager | 18.3% of Rev | ||
| Jeffrey Kovac | Board President | — | ||
| David Dwyer | Board President | — | ||
| Troy Suggs | Treasurer | — | ||
| Caroly Corley | Secretry | — | ||
| Brandi Augustua | Unspecified Role | — | ||
| Summer Awad | Unspecified Role | — | ||
| Emily Black | Unspecified Role | — | ||
| CW Cherry | Unspecified Role | — | ||
| Glorietta Klarich | Unspecified Role | — | ||
| Linda Parsons | Unspecified Role | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 130 other orgs in TN with NTEE prefix A6.
Most-divergent component: financial score sits 45 points below the peer median (20 vs. 65).
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.
Overall score has gone from 33 → 31 over 5 years (declining by 2 points).
What's driving this score
- Comp-to-revenue ratio of 15.3% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.