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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 50 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 47 | Fragile | Decline Risk | |
| 2021 | — | — | — | 42 | Financially Distressed | Decline Risk | |
| 2020 | — | — | — | 58 | Fragile | Decline Risk | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 0.9% | 41 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | 3.4% | 35 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 3.5% | 41 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 3.5% | 41 | Financially Distressed | Recovery | |
| 2013 | — | — | 3.3% | 39 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 5.0% | 37 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 2.0% | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BETSY SYLVESTER | Board President | — | ||
| APRIL HAVEN | Board President | — | ||
| RACHEL MARTI | Treasurer | — | ||
| MEGAN BECKER | Secretary | — | ||
| ELIZABETH CAMP | Board Member | — | ||
| SARAH BRENNECKE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BETSY SYLVESTER | Board President | — | ||
| SHINAE HILDERBRANDT | Board President | — | ||
| APRIL HAVEN | Secretary | — | ||
| RACHEL MARTI | Treasurer | — | ||
| MEGAN BECKER | Board Member | — | ||
| ELIZABETH CAMP | Board Member | — | ||
| SARAH BRENNECKE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| APRIL HAVEN | Secretary | — | ||
| SHINAE HILDEBRANDT | Board President | — | ||
| BETSY SYLVESTER | Board President | — | ||
| RACHEL MARTI | Treasurer | — | ||
| SARAH BRENNECKE | Board Member | — | ||
| MEGAN BECKER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RACHEL MARTI | INTERIM VICE | — | ||
| BETSY SYLVESTER | INTERIM BOAR | — | ||
| APRIL HAVEN | Board Member | — | ||
| SHINAE HILDEBRANDT | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 256 other orgs in MN with NTEE prefix A6.
Most-divergent component: governance score sits 11 points below the peer median (50 vs. 61).
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.