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 | Hidden | Hidden | 27.4% | 39 | Governance-Stressed | Gov Risk | |
| 2023 | Hidden | Hidden | — | 42 | Fragile | Recovery | |
| 2022 | — | — | 18.9% | 38 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 34.0% | 44 | Governance-Stressed | Recovery | |
| 2020 | — | — | 7.3% | 37 | Fragile | Recovery | |
| 2019 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 47 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FRED DEVYATKIN | CONDUCTOR | 24.8% of Rev | ||
| AMI RABINOWITZ | Board Member | 2.6% of Rev | ||
| FAYE PATRICK ALSTON | TICKETING | — | ||
| RICHARD HOEKSEMA | Board Member | — | ||
| DON REXRODE | YOUTH ORCHESTRA | — | ||
| SAM SMITH | FUNDRAISING | — | ||
| JENNIFER FLANAGAN | COMMUNICATIONS | — | ||
| GRETA SANDBERG | Board President | — | ||
| ANN BUNNELL | Treasurer | — | ||
| JULIA BLAKE | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FRED DEVYATKIN | CONDUCTOR | 23.8% of Rev | ||
| AMY RABINOWITZ | YOUTH ORCHESTRA LIAISON | 0.4% of Rev | ||
| CHARLES FROST | PUBLIC RELATIONS | 0.4% of Rev | ||
| RICHARD HOEKSEMA | Board Member | — | ||
| FAYE PATRICK ALSTON | TICKETING | — | ||
| GRETA SANDBERG | Board President | — | ||
| ED LIKE | Board President | — | ||
| IRWIN POTKEWITZ MD | Board President | — | ||
| JULIA BLAKE | Secretary | — | ||
| ANN E BUNNELL | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FRED DEVYATKIN | CONDUCTOR | 8.2% of Rev | ||
| CHARLES FROST | PUBLIC RELATIONS | 0.3% of Rev | ||
| OLIVE WARRENFELTZ | Board Member | 0.2% of Rev | ||
| RICHARD HOEKSEMA | Board Member | — | ||
| JESSICA ROCKWELL LONG | Board Member | — | ||
| FAYE ALSTON | Board Member | — | ||
| GEORGE SAKAKINI | Board Member | — | ||
| JULIA BLAKE | Board Member | — | ||
| CYN FOLLRICH | WEBSITE | — | ||
| SUE WARD | MEMBERSHIP & TICKETING | — | ||
| JAYNE KREBS | Board Member | — | ||
| LYNNE VAN ETTEN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 98 other orgs in SC with NTEE prefix A6.
Most-divergent component: financial score sits 22 points above the peer median (55 vs. 33).
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
- Comp-to-revenue ratio of 27.4% is modestly above the sector's healthy band (18–22%) — worth monitoring.
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Reduce top-officer compensation from 27.4% to under 22% of revenue — would move governance score by ~11 points.
Improving governance is a board decision. These are the levers.