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 | — | — | — | 60 | Fragile | Recovery | |
| 2022 | — | — | 10.5% | 40 | Fragile | Gov Risk | |
| 2021 | — | — | 12.2% | 49 | Fragile | Recovery | |
| 2020 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 35 | Fragile | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 35 | Fragile | Recovery | |
| 2015 | — | — | — | 18 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Recovery | |
| 2011 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Cynthia Kine | Treasurer | 14.4% of Rev | ||
| Cynthia Kime | Treasurer | 14.3% of Rev | ||
| Matthew Vogel | Board President | — | ||
| Mary Frisch | Secretary | — | ||
| Shanna Tylee | Board Member | — | ||
| Matthew Vogel | Board President | — | ||
| Mary Frisch | Secretary | — | ||
| Shanna Tylee | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Matthew Vogel | Board President | — | ||
| Michael Leo | Board President | — | ||
| Brian Batterson | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 85 other orgs in IA with NTEE prefix A6.
Most-divergent component: financial score sits 62 points above the peer median (100 vs. 38).
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 35 → 60 over 5 years (improving by 25 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
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.