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 |
|---|---|---|---|---|---|---|---|
| 2021 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2020 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 2.3% | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 7.0% | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | 3.0% | 35 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 5.8% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 16.2% | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 19.4% | 31 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 16.7% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SONDRA BIBB | Board Member | — | ||
| WINSTON BURNS | Board Member | — | ||
| NATHAN GORDON | Board Member | — | ||
| THOMAS LAVEIST | Board Member | — | ||
| ADONIS ROSE | Board Member | — | ||
| WILLIAM ROUSELLE | Board President | — | ||
| LAVERN SAULNEY | Board Member | — | ||
| DERRICK STROZIER | Board Member | — | ||
| KATHLEEN TURNER | Board President | — | ||
| CASSIE WORLEY | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH BELL | GENERAL MANAGER (PART YEAR) | 5.8% of Rev | ||
| SUSAN HENRY | Executive Director | 1.2% of Rev | ||
| LATOYA BULLARD-FRANKLIN | CHAIRMAN | — | ||
| TERRANCE HUMPHREY | Board Member | — | ||
| KATHLEEN TURNER | Board Member | — | ||
| WINSTON BURNS | Board Member | — | ||
| SONDRA BIBB | Artistic Director | — | ||
| ERIKA MCCONDUITT | Board Member | — | ||
| WILLIAM ROUSELLE | Board President | — | ||
| CASSIE WORLEY | Board President | — | ||
| DERRICK STROZIER | Treasurer | — | ||
| DR THOMAS LAVEIST | Board Member | — | ||
| MICHAEL HECHT | Board Member | — | ||
| JAMAR MCKNEELEY | Board Member | — | ||
| NATHAN GORDON | 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 LA with NTEE prefix A6.
Most-divergent component: financial score sits 28 points below the peer median (30 vs. 58).
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 38 → 41 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.
- 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.