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 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2023 | — | — | — | 38 | Fragile | Recovery | |
| 2022 | — | — | 51.0% | 23 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 65.1% | 15 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 31.1% | 22 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 46.0% | 21 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 45.2% | 25 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2016 | — | — | 41.2% | 26 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2013 | — | — | 37.2% | 24 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Bryan Fantoni | Board President | — | ||
| Charles Allen | Board Member | — | ||
| Cynthia Alvey | Treasurer | — | ||
| Julie Wunderlin | Seretary | — | ||
| Emily Teaford | Board President | — | ||
| Jennifer Howard | Board Member | — | ||
| Laura Beauford | Board Member | — | ||
| Greer Fischer | Board Member | — | ||
| Terri Foster | Executive Director | — | ||
| Emily Johnson | Board Member | — | ||
| Jennifer Fantoni | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERRI E FOSTER | Artistic Director | 69.8% of Rev | ||
| LINDSAY RATTERMAN | Board Member | — | ||
| EMORY WILLIAMSON | Board Member | — | ||
| KAREN BOWIE | Board Member | — | ||
| ABIGAIL RILEY | Board Member | — | ||
| KATE BERGER | Board Member | — | ||
| PHIL MARTIN | Board President | — | ||
| BRYAN FANTONI | Board President | — | ||
| ASHTON NAPIER | Treasurer | — | ||
| KAREN STORY | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERRI E FOSTER | Executive Director | 63.8% of Rev | ||
| LINDSAY RATTERMAN | Board Member | — | ||
| EMORY WILLIAMSON | Board Member | — | ||
| KAREN BOWIE | Board Member | — | ||
| ABIGAIL RILEY | Board Member | — | ||
| KATE BERGER | Board Member | — | ||
| BRYAN FANTONI | Board President | — | ||
| PHIL MARTIN | Board President | — | ||
| KAREN STORY | Secretary | — | ||
| ASHTON NAPIER | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERRI E FOSTER | Artistic Director | 97.4% of Rev | ||
| BRYAN FANTONI | Board President | — | ||
| PHIL MARTIN | Board President | — | ||
| KAREN STORY | Secretary | — | ||
| ASHTON NAPIER | Treasurer | — | ||
| LINDSAY RATTERMAN | Board Member | — | ||
| EMORY WILLIAMSON | Board Member | — | ||
| KAREN BOWIE | Board Member | — | ||
| ABIGAIL RILEY | Board Member | — | ||
| ERICA WARREN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 56 other orgs in KY with NTEE prefix A6.
Most-divergent component: program score sits 13 points below the peer median (15 vs. 28).
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.
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.