Programmatic Contraction
"Provides educational opportunities in the performing arts while staging musical theatre productions."
— Statement of Program Service Accomplishments
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 42 | Fragile | Decline Risk | |
| 2022 | — | — | 27.6% | 46 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 92.8% | 31 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 35.4% | 42 | Governance-Stressed | Recovery | |
| 2019 | — | — | 58.4% | 32 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | — | 42 | Fragile | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KYMBERLY JOHNSON | Board President | — | ||
| MISSY HUNTER | Board President | — | ||
| KATIE BERRYHILL | Secretary | — | ||
| GINNY STOFER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KYMBERLY JOHNSON | Board President | — | ||
| BRUCE JEWETT | Treasurer | — | ||
| MISSY HUNTER | Board President | — | ||
| ALISON COCOTIS | Secretary | — | ||
| KATIE BERRYHILL | Board Member | — | ||
| HEATHER FONTANILLA | Board Member | — | ||
| GINNY STOFER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,424 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 27 points below the peer median (5 vs. 32).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.