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 |
|---|---|---|---|---|---|---|---|
| 2022 | — | — | 136.5% | 31 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 31.3% | 34 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 31.9% | 30 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 28.9% | 26 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 24.6% | 32 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 27.1% | 26 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 26.3% | 30 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 23.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 9.2% | 40 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 9.2% | 40 | Financially Distressed | Recovery | |
| 2012 | — | — | 13.6% | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 23.8% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NANNETTE FANELLI | Executive Director | 68.6% of Rev | ||
| JOHN FANELLI | Executive Dir. | 68.0% of Rev | ||
| RENE BROWN | Board Member | — | ||
| MARY ELLEN LAINO | Board Member | — | ||
| STUART SILVERMAN | Board Member | — | ||
| LYNDA LOIGMAN | Board Member | — | ||
| JOHN MOSES | Board Member | — | ||
| DIANE BRADSELL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN FANELLI | Executive Dir. | 107.8% of Rev | ||
| NANNETTE FANELLI | Executive Director | 102.5% of Rev | ||
| RENE BROWN | Board Member | — | ||
| MARY ELLEN LAINO | Board Member | — | ||
| STUART SILVERMAN | Board Member | — | ||
| LYNDA LOIGMAN | Board Member | — | ||
| JOHN MOSES | Board Member | — | ||
| DIANE BRADSELL | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 19 points above the peer median (50 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 32 → 31 over 5 years (declining by 1 points).
What's driving this score
- Comp-to-revenue ratio of 136.5% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 136.5% 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.