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 | — | 60 | Fragile | Recovery | |
| 2022 | — | — | — | 57 | Fragile | Recovery | |
| 2021 | — | — | 21.7% | 53 | Fragile | Gov Risk | |
| 2020 | — | — | — | 60 | Fragile | Recovery | |
| 2019 | — | — | 20.9% | 63 | Fragile | Gov Risk | |
| 2018 | — | — | — | 65 | Stable | Stable Watch | |
| 2017 | — | — | — | 61 | Stable | Stable Watch | |
| 2016 | — | — | — | 57 | Fragile | Stable Watch | |
| 2015 | — | — | — | 61 | Stable | Stable Watch | |
| 2014 | — | — | — | 61 | Stable | Stable Watch | |
| 2013 | — | — | — | 61 | Stable | Stable Watch | |
| 2012 | — | — | — | 57 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINDA LAVOLD | OFFICE MANAGER | — | ||
| MIKE SHIPLEY | Board President | — | ||
| LINDSEY NORRIS | Secretary | — | ||
| KRISTIAN PIERCE | Vice President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINDA LAVOLD | OFFICE MANAGER | — | ||
| SHELLEY HOLBROOKS | Board President | — | ||
| BETSY ALLARDICE | Treasurer | — | ||
| KRIS HERSOM | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINDA LAVOLD | OFFICE MANAGER | 34.3% of Rev | ||
| DANIELLE ELLIOTT | Treasurer | — | ||
| DONNA BRIGGS | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINDA LAVOLD | OFFICE MANAGER | — | ||
| MIKE MOREHEAD | Treasurer | — | ||
| ANGEL RUFF | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINDA LAVOLD | OFFICE MANAGER | 32.1% of Rev | ||
| MIKE MOREHEAD | Treasurer | — | ||
| SHELLEY HOLBROOKS | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 97 other orgs in SC with NTEE prefix A6.
Most-divergent component: financial score sits 58 points above the peer median (90 vs. 32).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.