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 |
|---|---|---|---|---|---|---|---|
| 2024 | — | — | — | 51 | Fragile | Recovery | |
| 2023 | — | — | — | 43 | Fragile | Recovery | |
| 2022 | — | — | 19.0% | 39 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 2.3% | 52 | Fragile | Stable Watch | |
| 2020 | — | — | 2.7% | 48 | Fragile | Recovery | |
| 2019 | — | — | — | 49 | Fragile | Recovery | |
| 2018 | — | — | 18.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 32.9% | 26 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 33.1% | 28 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 20.3% | 39 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 29.0% | 38 | Fragile | Gov Risk | |
| 2012 | — | — | 34.5% | 38 | Fragile | Gov Risk | |
| 2011 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Carin Jacobs | Past ED | 32.2% of Rev | ||
| Karleen Arnink-Pate | Board Member | — | ||
| Lisa Lightman | Board Member | — | ||
| Travis White | Treasurer | — | ||
| Pat Martin | Board President | — | ||
| Llisa Demetrios | Board President | — | ||
| Maggie Parr | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Carin Jacobs | Executive Dir. | 4.0% of Rev | ||
| Leslie Ihrig | Board Member | — | ||
| Drake Cunningham | Board Member | — | ||
| Cinda Gilliland | Board Member | — | ||
| Travis White | Treasurer | — | ||
| Pat Martin | Secretary | — | ||
| Melissa Masters | Board Member | — | ||
| Llisa Demetrios | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 171 other orgs in CA with NTEE prefix A2.
Most-divergent component: financial score sits 31 points above the peer median (65 vs. 34).
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 48 → 51 over 5 years (improving by 3 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.