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 | — | — | — | 46 | Fragile | Recovery | |
| 2022 | — | — | 68.5% | 31 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | — | 43 | Fragile | Recovery | |
| 2020 | — | — | 42.0% | 40 | Fragile | Gov Risk | |
| 2019 | — | — | — | 51 | Fragile | Recovery | |
| 2018 | — | — | — | 43 | Fragile | Recovery | |
| 2017 | — | — | — | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Recovery | |
| 2014 | — | — | — | 41 | Fragile | Stable Watch | |
| 2013 | — | — | — | 41 | Fragile | Recovery | |
| 2012 | — | — | — | 35 | Fragile | Recovery | |
| 2011 | — | — | 21.6% | 22 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kim Childs | Artistic Director | 16.7% of Rev | ||
| Hayley Wheeler | Marketing And Social Media | 15.4% of Rev | ||
| Taylor Conley | Board Member | 8.7% of Rev | ||
| Zachary Malavolti | Artistic Director | 7.7% of Rev | ||
| Cathy Venable | Accompanist | 7.6% of Rev | ||
| Kira Benton | Board Member | — | ||
| Bill Coberly | Treasurer | — | ||
| Beth Carr | Board Member | — | ||
| Haley Dahl | Board Member | — | ||
| Jackie Havens | Board Member | — | ||
| Mark Kalin | Board Member | — | ||
| Mike Lowe | Board Member | — | ||
| Susan McKenna | Board President | — | ||
| Mandy Nevius | Board Member | — | ||
| Marycarol Page | Board President | — | ||
| Mindy Shoalmire | Secretary | — | ||
| Charles Thomas | Board Member | — | ||
| Sarah Tirrell | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tim Sharp | Executive Director | 26.2% of Rev | ||
| Hayley Wheeler | Marketing Social Media | 15.4% of Rev | ||
| Joan Hatley and substitutes | Accompanist | 6.7% of Rev | ||
| Zach Malavolti | Artistic Director | 6.2% of Rev | ||
| Marycarol Page | Board President | — | ||
| David Tracy | Board President | — | ||
| Carol Ross | Secretary | — | ||
| Kendall Carpenter | Treasurer | — | ||
| Dennis Calkins | Board Member | — | ||
| Beth Carr | Board Member | — | ||
| Dr Kim Childs | Board Member | — | ||
| Layne Farmen | Board Member | — | ||
| Judy Gadlage | Board Member | — | ||
| Mark Kalin | Board Member | — | ||
| Taylor Hernandez | Board Member | — | ||
| Mike Lowe | Board President | — | ||
| Ronda Butler | Board Member | — | ||
| Taylor Conley | Board Member | — | ||
| Ryan Ganaban | Board Member | — | ||
| Sue McKenna | Board Member | — | ||
| Mandy Nevius | Board Member | — | ||
| Charles Thomas | Board Member | — | ||
| Mark Woeppel | Board Member | — | ||
| Bill Coberly | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 94 other orgs in OK with NTEE prefix A6.
Most-divergent component: financial score sits 26 points above the peer median (75 vs. 49).
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 51 → 46 over 5 years (declining by 5 points).
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.