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 |
|---|---|---|---|---|---|---|---|
| 2021 | — | — | 47.1% | 31 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 4.4% | 37 | Financially Distressed | Recovery | |
| 2019 | — | — | 15.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 5.9% | 30 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 12.8% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 40 | Fragile | Recovery | |
| 2014 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 42 | Fragile | Stable Watch | |
| 2011 | — | — | — | 42 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Chip Decker | Executive Dir. | 25.7% of Rev | ||
| Laura Rice | General Manager | 21.4% of Rev | ||
| Laura Rice | Executive Dir. | 9.6% of Rev | ||
| Chip Decker | Executive Dir. | 0.4% of Rev | ||
| Shannon Reichley | Chairman | — | ||
| Janine D'Andrea | Board President | — | ||
| Anna Coon | Secretary | — | ||
| Melissa Frank | Treasurer | — | ||
| Matt Brown | Board Member | — | ||
| Heather Bard | Board Member | — | ||
| Lavina Chaves | Board Member | — | ||
| David Crane | Board Member | — | ||
| Allison Infinger | Board Member | — | ||
| Jess Dienna | Board Member | — | ||
| Rachel Roe | Board Member | — | ||
| Matt Joseph | Board Member | — | ||
| Shannon Reichley | Chairman | — | ||
| Janine D'Andrea | Board President | — | ||
| Anna Coon | Secretary | — | ||
| Melissa Frank | Treasurer | — | ||
| Matt Brown | Board Member | — | ||
| Heather Bard | Board Member | — | ||
| Lavina Chaves | Board Member | — | ||
| David Crane | Board Member | — | ||
| Allison Infinger | Board Member | — | ||
| Jess Dienna | Board Member | — | ||
| Rachel Roe | Board Member | — | ||
| Matt Joseph | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Chip Decker | Executive Dir. | 7.6% of Rev | ||
| Laura Rice | General Manager | 7.0% of Rev | ||
| Anna Coon | Board Member | — | ||
| Chris Ziegler | Board President | — | ||
| Margaux Karagosian | Treasurer | — | ||
| Shannon Reichley | Board President | — | ||
| Chris Anderson | Secretary | — | ||
| Rob Swaringen | Board President | — | ||
| Matthew Joseph | Board Member | — | ||
| Meg Wood | Board Member | — | ||
| David Crane | Board Member | — | ||
| Heather Bard | Board Member | — | ||
| Jess Dienna | Board Member | — | ||
| Melissa Frank | Board Member | — | ||
| Matt Brown | Board Member | — | ||
| Janine D'Andrea | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Chip Decker | Executive Dir. | 24.7% of Rev | ||
| Laura Rice | General Manager | 20.4% of Rev | ||
| Karen Bernhardt | Secretary | — | ||
| Chris Ziegler | Board President | — | ||
| Margaux Karagosian | Treasurer | — | ||
| Shannon Reichley | Board President | — | ||
| Chris Anderson | Board Member | — | ||
| Rob Swaringen | Board President | — | ||
| Lilliana Wendorf | Board Member | — | ||
| David Crane | Board Member | — | ||
| Heather Bard | Board Member | — | ||
| Jess Dienna | Board Member | — | ||
| Lena Nelson | Board Member | — | ||
| Matt Brown | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NC with NTEE prefix A6.
Most-divergent component: program score sits 14 points above the peer median (45 vs. 31).
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 → 31 over 5 years (declining by 5 points).
What's driving this score
- Comp-to-revenue ratio of 47.1% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 47.1% to under 22% of revenue — would move governance score by ~40 points.
- 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.