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 | 24.4% | 49 | Fragile | Recovery | |
| 2023 | — | — | 17.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 10.7% | 39 | Fragile | Decline Risk | |
| 2021 | — | — | — | 43 | Fragile | Decline Risk | |
| 2020 | — | — | — | 55 | Fragile | Recovery | |
| 2019 | — | — | 21.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 17.9% | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 19.8% | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 51 | Fragile | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Recovery | |
| 2014 | — | — | — | 47 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 47 | Financially Distressed | Recovery | |
| 2012 | — | — | 19.1% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dustin Ousley | Artistic Director | 24.4% of Rev | ||
| Kathy Jackson | Treasurer | — | ||
| Kathy Burmeister | Board Member | — | ||
| Maureen Duffy | Board Member | — | ||
| Walter Lowe | Board Member | — | ||
| Kristin Taylor | Board Member | — | ||
| Cheryl Thomas | Board Member | — | ||
| Candy Tiley | Board Member | — | ||
| Christine Sibley-Hart | Board President | — | ||
| Paul Harmon | Board President | — | ||
| Mindy Mason | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dustin Ousley | Artistic Director | 15.1% of Rev | ||
| Phyllis Duffie | Board Member | — | ||
| Rob Propst | Board Member | — | ||
| Carol Wolfe | Board Member | — | ||
| Walter Lowe | Board President | — | ||
| Judy Tiano | Board Member | — | ||
| Kathy Burmeister | Board Member | — | ||
| Kathy Jackson | Treasurer | — | ||
| Margie Lechowicz | Board President | — | ||
| Mindy Mason | Secretary | — |
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 SC with NTEE prefix A6.
Most-divergent component: financial score sits 21 points above the peer median (65 vs. 44).
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 24.4% is modestly above the sector's healthy band (18–22%) — worth monitoring.
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).
- Reduce top-officer compensation from 24.4% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.