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 | Hidden | Hidden | 12.0% | 89 | Unknown | — | |
| 2022 | Hidden | Hidden | 12.0% | 84 | Unknown | — | |
| 2021 | Hidden | Hidden | 12.0% | 81 | Unknown | — | |
| 2020 | Hidden | Hidden | 12.0% | 80 | Unknown | — | |
| 2019 | Hidden | Hidden | 12.0% | 75 | Unknown | — | |
| 2018 | Hidden | Hidden | 12.0% | 89 | Unknown | — | |
| 2017 | Hidden | Hidden | 12.0% | 79 | Unknown | — | |
| 2016 | Hidden | Hidden | 12.0% | 82 | Unknown | — | |
| 2015 | Hidden | Hidden | 12.0% | 80 | Unknown | — | |
| 2014 | Hidden | Hidden | 12.0% | 90 | Unknown | — | |
| 2013 | Hidden | Hidden | 12.0% | 79 | Unknown | — |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JIM WOODARD | Board Member | 807.7% of Rev | ||
| JIM WOODARD | Board Member | 208.0% of Rev | ||
| XML Data Pending | Top Officer (Est.) | 12.0% of Rev | ||
| PHILIP GLASS | Board President | — | ||
| ARTURO BEJAR | Board President | — | ||
| LIZBETH HASSE | Treasurer | — | ||
| EDWARD PATUTO | Secretary | — | ||
| GABRIELE MARY ANN SCHICKETA | Board Member | — | ||
| KELLY SWETTE | Board Member | — | ||
| PHILIP GLASS | Board President | — | ||
| ARTURO BEJAR | Board President | — | ||
| LIZBETH HASSE | Treasurer | — | ||
| EDWARD PATUTO | Secretary | — | ||
| GABRIELE MARY ANN SCHICKETA | Board Member | — | ||
| KELLY SWETTE | Board Member | — | ||
| PHILIP GLASS | Board President | — | ||
| ARTURO BEJAR | Board President | — | ||
| LIZBETH HASSE | Treasurer | — | ||
| EDWARD PATUTO | Secretary | — | ||
| GABRIELE MARY ANN SCHICKETA | Board Member | — | ||
| KELLY SWETTE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 12.0% of Rev |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 358.3% of Rev |
Tax year 2020
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 229.9% of Rev |
Tax year 2019
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 856.9% of Rev |
Tax year 2018
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 587.5% of Rev | ||
| XML Data Pending | Top Officer (Est.) | 553.6% of Rev |
Tax year 2017
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 813.9% of Rev |
Tax year 2016
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 399.4% of Rev |
Tax year 2015
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 554.1% of Rev |
Tax year 2014
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 294.0% of Rev |
Tax year 2013
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 154.3% of Rev |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in CA for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 75 → 89 over 5 years (improving by 14 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Net assets declined for 4 consecutive years of deficit spending; cash runway narrowing.
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.