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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | — | 54 | Fragile | Recovery | |
| 2023 | Hidden | Hidden | — | 47 | Fragile | Recovery | |
| 2022 | — | — | — | 45 | Fragile | Decline Risk | |
| 2021 | — | — | — | 46 | Fragile | Decline Risk | |
| 2020 | — | — | — | 48 | Fragile | Decline Risk | |
| 2019 | — | — | — | 50 | Fragile | Recovery | |
| 2018 | — | — | — | 39 | Fragile | Recovery | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 39 | Fragile | Recovery | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 39 | Fragile | Recovery | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kimberly Speckmann | Board President | — | ||
| Laura Corn | Board President | — | ||
| Asma Ali | Treasurer | — | ||
| Andrew Bozzelli | Secretary | — | ||
| Cristina De Leon | Board Member | — | ||
| Kevin Drucker | Board Member | — | ||
| Adam Gilbert | Board Member | — | ||
| Heather Mueller | Board Member | — | ||
| Martin Sarano | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kim Speckmann | Board President | — | ||
| Laura Corn | Board President | — | ||
| Andrew Bozzelli | Secretary | — | ||
| Asma Ali | Treasurer | — | ||
| Cristina DeLeon | Board Member | — | ||
| April Proter | Board Member | — | ||
| Athena Farrar | Board Member | — | ||
| Kevin Drucker | Board Member | — | ||
| Martin Sarano | Board Member | — | ||
| Adam Gilbert | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kim Speckmann | Board President | — | ||
| Laura Corn | Board President | — | ||
| Andrew Bozzelli | Secretary | — | ||
| Asma Ali | Treasurer | — | ||
| Cristina DeLeon | Board Member | — | ||
| April Proter | Board Member | — | ||
| Athena Farrar | Board Member | — | ||
| Kevin Drucker | Board Member | — | ||
| Martin Sarano | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Stetson Atwood | Board President | — | ||
| Kim Speckmann | Board President | — | ||
| Andrew Bozzelli | Secretary | — | ||
| Kevin Drucker | Treasurer | — | ||
| Asma Ali | Board Member | — | ||
| Cristina DeLeon | Board Member | — | ||
| Melanie Hellenga | Board Member | — | ||
| April Proter | Board Member | — | ||
| Martin Sarano | Board Member | — | ||
| Laura Yocky | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 377 other orgs in IL with NTEE prefix A6.
Most-divergent component: governance score sits 17 points below the peer median (50 vs. 67).
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.
- 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.