Governance Lag
"Explores cultural and societal connections through contemporary dance theatre performances, offers dance classes in local schools, and operates its own black box theatre."
— Statement of Program Service Accomplishments
What does this mean?
Revenue and Program Scale spike rapidly, but the Governance Score remains stagnant. The organization has outgrown its founding era but hasn't installed proper oversight.
The Path Forward
The Scaffold
Brings immediate structural maturity. It represents the necessity of outside, independent oversight to manage new scale, breaking the echo chamber of a founding 'friends and family' board.
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 | 15.0% | 39 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 37 | Fragile | Recovery | |
| 2021 | — | — | — | 23 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 15.0% | 38 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 17.8% | 42 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 47 | Fragile | Recovery | |
| 2017 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 45 | Fragile | Recovery | |
| 2015 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 47 | Fragile | Stable Watch | |
| 2013 | — | — | — | 47 | Fragile | Recovery | |
| 2012 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Giles Collard | Executive Director | 29.0% of Rev | ||
| Melissa Willholt | Board Member | 2.9% of Rev | ||
| Diana Cabrera | Board Member | 2.9% of Rev | ||
| Sharon Cooper | Board Member | 2.1% of Rev | ||
| Susan Collard | Artistic Director | — | ||
| Hilary Drake | Board President | — | ||
| John Crutchfield | Secretary | — | ||
| Rob Resnick | Treasurer | — | ||
| Rona Resnick | Board Member | — | ||
| Jennifer Oversmith | Board Member | — | ||
| Amy Brown | Board Member | — | ||
| Lora Kowalski | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Giles Collard | Executive Director | 15.0% of Rev | ||
| Susan Collard | Artistic Director | — | ||
| Robert Resnick | Board Member | — | ||
| Ronna Resnick | Board Member | — | ||
| Jennifer Oversmith | Board Member | — | ||
| Diana Cabrera | Board Member | — | ||
| Sharon Cooper | Board Member | — | ||
| Hilary Drake | Board President | — | ||
| Melissa Wilhoit | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Giles Collard | Executive Director | 14.8% of Rev | ||
| Susan Collard | Executive Director | — | ||
| Joe Karpen | Board President | — | ||
| John Crutchfield | Treasurer | — | ||
| Robert Resnick | Board Member | — | ||
| Rona Resnick | Board Member | — | ||
| Jennifer Oversmith | Board Member | — | ||
| Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Giles Collard | Executive Director | 31.6% of Rev | ||
| Susan Collard | Executive Director | — | ||
| Joe Karpen | Board President | — | ||
| John Crutchfield | Treasurer | — | ||
| Robert Resnick | Board Member | — | ||
| Rona Resnick | Board Member | — | ||
| Jennifer Oversmith | Board Member | — | ||
| Dena Gettleman | 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 16 points below the peer median (15 vs. 31).
5-year trend: Governance Lag
Revenue and Program Scale spike rapidly, but the Governance Score remains stagnant. The organization has outgrown its founding era but hasn't installed proper oversight.
What's driving this score
- Comp-to-revenue ratio of 15.0% sits within the sector's healthy band (18–22%).
- 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.