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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 60 | Stable | Stable Watch | |
| 2022 | — | — | — | 47 | Fragile | Recovery | |
| 2021 | — | — | — | 50 | Fragile | Decline Risk | |
| 2020 | — | — | — | 50 | Fragile | Decline Risk | |
| 2019 | — | — | — | 60 | Stable | Stable Watch | |
| 2018 | — | — | — | 57 | Fragile | Stable Watch | |
| 2017 | — | — | — | 57 | Fragile | Recovery | |
| 2016 | — | — | — | 53 | Fragile | Recovery | |
| 2015 | — | — | — | 49 | Fragile | Recovery | |
| 2014 | — | — | — | 43 | Fragile | Decline Risk | |
| 2013 | — | — | — | 51 | Fragile | Decline Risk | |
| 2012 | — | — | — | 57 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE GURRY | Board Member | — | ||
| JOHN HORLBECK | Board Member | — | ||
| BOB KRANTZ | Board Member | — | ||
| RON ROTZKO | Board Member | — | ||
| CHRISTIN NAVITSKY | Board Member | — | ||
| MORGAN SMITH | Board Member | — | ||
| JULIAN PARKER | Board President | — | ||
| DAVID PARLER | Board President | — | ||
| RANDY ESPESETH | Secretary | — | ||
| STEPHAN CHRISTIANSEN | Treasurer | — | ||
| STEWART MIXON | Board President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEWART MIXON | Board Member | — | ||
| JACK EVANS | Board Member | — | ||
| STEVE GURRY | Board Member | — | ||
| DAVID PARLOR | Board Member | — | ||
| JOHN HORLBECK | Board Member | — | ||
| ROBERT KRANTZ | Board Member | — | ||
| RONALD ROTZKO | Board Member | — | ||
| DREW YORK | Board President | — | ||
| JULIAN PARKER | Board President | — | ||
| RANDALL ESPESETH | Secretary | — | ||
| RALPH L MELLARD | Treasurer | — | ||
| JAMES WHITT | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEWART MIXON | Board Member | — | ||
| JACK EVANS | Board Member | — | ||
| STEVE GURRY | Board Member | — | ||
| LAWTON GIMBALL | Board Member | — | ||
| SHANE SHAARDA | Board Member | — | ||
| JOHN HORLBECK | Board Member | — | ||
| ROBERT KRANTZ | Board Member | — | ||
| RONALD ROTZKO | Board Member | — | ||
| ANDREW EVANS | Board President | — | ||
| DREW YORK | Board President | — | ||
| RANDALL ESPESETH | Secretary | — | ||
| RALPH L MELLARD | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEWART MIXON | Board Member | — | ||
| JACK EVANS | Board Member | — | ||
| STEVE GURRY | Board Member | — | ||
| LAWTON GIMBALL | Board Member | — | ||
| SHANE SHAARDA | Board Member | — | ||
| JOHN HORLBECK | Board Member | — | ||
| ROBERT KRANTZ | Board Member | — | ||
| RONALD ROTZKO | Board Member | — | ||
| ANDREW EVANS | Board President | — | ||
| DREW YORK | Board President | — | ||
| RANDALL ESPESETH | Secretary | — | ||
| RALPH L MELLARD | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSEPH BROCKINGTON | Board President | — | ||
| DREW EVANS | Board President | — | ||
| RANDY ESPESETH | Secretary | — | ||
| JOSH STOKES | Treasurer | — | ||
| STEPHEN GURRY | LIBRARIAN | — | ||
| LAWTON GIMBALL | HISTORIAN | — | ||
| SHANE SHAARDA | Board Member | — | ||
| PETER HENDRIKS | Board Member | — | ||
| BOB KRANTZ | Board Member | — | ||
| RON ROTZKO | 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 57 points above the peer median (90 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
- 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.