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 |
|---|---|---|---|---|---|---|---|
| 2020 | — | — | — | 56 | Fragile | Recovery | |
| 2019 | — | — | — | 53 | Fragile | Stable Watch | |
| 2018 | — | — | — | 56 | Fragile | Stable Watch | |
| 2017 | — | — | — | 53 | Fragile | Stable Watch | |
| 2016 | — | — | — | 53 | Fragile | Recovery | |
| 2015 | — | — | — | 45 | Fragile | Decline Risk | |
| 2014 | — | — | — | 53 | Fragile | Stable Watch | |
| 2013 | — | — | — | 53 | Fragile | Stable Watch | |
| 2012 | — | — | — | 49 | Fragile | Stable Watch | |
| 2011 | — | — | — | 49 | Fragile | Stable Watch |
Officer compensation history
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIAN NAGLE | Board Member | — | ||
| MAUREEN CARTER | Board Member | — | ||
| BECHTEL TRUSTS AND FOUNDATION | Board Member | — | ||
| DIANE PUTHOFF | Board Member | — | ||
| PAUL RUMLER | Board Member | — | ||
| NATE CLARK | Board Member | — | ||
| C DANA WATERMAN III | Secretary | — | ||
| GREG SCHERMER | Board President | — | ||
| YANLI CUI | Board President | — | ||
| JAYNE BEHAL | Treasurer | — | ||
| ADAM KUNKEL | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 104 other orgs in WI with NTEE prefix A6.
Most-divergent component: financial score sits 23 points above the peer median (60 vs. 37).
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 53 → 56 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.
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.