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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | — | 51 | Fragile | Recovery | |
| 2022 | — | — | 8.0% | 49 | Fragile | Recovery | |
| 2021 | — | — | — | 42 | Fragile | Recovery | |
| 2020 | — | — | — | 40 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 36 | Fragile | Recovery | |
| 2018 | — | — | — | 36 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 35.2% | 25 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 37.0% | 27 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 25.7% | 38 | Governance-Stressed | Gov Risk | |
| 2014 | — | — | 3.9% | 52 | Fragile | Recovery | |
| 2013 | — | — | — | 55 | Fragile | Recovery | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Eva Bramlett | Secretary | 10.1% of Rev | ||
| Zack Medlin | Board President | — | ||
| Cindy Welsh | Board President | — | ||
| Gigi Houser | Secretary | — | ||
| Melissa Brundage | Treasurer | — | ||
| Betty Beasly | Board Member | — | ||
| Connie Brown | Board Member | — | ||
| Michael Davis | Board Member | — | ||
| Christina Ewing | Board Member | — | ||
| Courtney Gamble | Board Member | — | ||
| Lanette Hayes | Board Member | — | ||
| Catrice Herriot | Board Member | — | ||
| Davis Kirkpatrick | Treasurer | — | ||
| Emma Seegars | Board Member | — | ||
| Dona Smith | Board Member | — | ||
| Corrie Tindal | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 98 other orgs in SC with NTEE prefix A6.
Most-divergent component: financial score sits 42 points above the peer median (75 vs. 33).
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 36 → 51 over 5 years (improving by 15 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Net assets declined for 4 consecutive years of deficit spending; cash runway narrowing.
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.