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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 21.7% | 42 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | — | 54 | Fragile | Recovery | |
| 2021 | — | — | 15.9% | 34 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 12.8% | 37 | Fragile | Recovery | |
| 2019 | — | — | 8.4% | 30 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 10.4% | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 45 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 45 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Heather Maloy | Artistic Director | 21.7% of Rev | ||
| Adam Vorhis | Board President | — | ||
| Nishma Patel | Secretary | — | ||
| Mountaine Jonas | Board Member | — | ||
| Ben Baker | Board Member | — | ||
| Mountaine Jonas | Board President | — | ||
| LeeAnn Donnelly | Secretary | — | ||
| Audra Gaiziunas | Treasurer | — | ||
| Ogla Lucia | Board Member | — | ||
| Mary Lynn Wigodsky | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Heather Makoy | Artistic Director | 20.9% of Rev | ||
| Adam Vorhis | Chairman | — | ||
| Adrienne Crowther | Vice-Chairman | — | ||
| Nishma Patel | Secretary | — | ||
| Dave Kerestes | Treasurer | — | ||
| Benjamin Baker | Board Member | — | ||
| Nancy Peterson | Board Member | — | ||
| Eva Clement | Board Member | — | ||
| Barclay Garnett | Board Member | — | ||
| Sandra Alguire | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Heather Maloy | Artistic Director | 18.3% of Rev | ||
| Adam Vorhis | Chairman | — | ||
| Adrienne Crowther | Vice-Chairman | — | ||
| Barclay Garnett | Secretary | — | ||
| David Kerestes | Treasurer | — | ||
| Benjamin Baker | Board Member | — | ||
| Lara Hanes | Board Member | — | ||
| Nancy Peterson | Board Member | — | ||
| Eva Clement | Board Member | — | ||
| Sandra Alguire | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Heather Maloy | Artistic Director | 13.4% of Rev | ||
| Adam Vorhis | Chairman | — | ||
| Adrienne Crowther | Vice-Chairman | — | ||
| Barclay Garnett | Secretary | — | ||
| David Kerestes | Treasurer | — | ||
| Benjamin Baker | Board Member | — | ||
| Lara Hanes | Board Member | — | ||
| Nancy Peterson | Board Member | — | ||
| Eva Clement | Board Member | — | ||
| Sandra Alguire | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 221 other orgs in NC with NTEE prefix A6.
Most-divergent component: governance score sits 17 points below the peer median (45 vs. 62).
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 21.7% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.