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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 57 | Fragile | Decline Risk | |
| 2022 | — | — | — | 68 | Stable | Stable Watch | |
| 2021 | — | — | — | 54 | Fragile | Recovery | |
| 2020 | — | — | — | 55 | Fragile | Decline Risk | |
| 2019 | — | — | — | 61 | Stable | Stable Watch | |
| 2018 | — | — | — | 61 | Stable | Stable Watch | |
| 2017 | — | — | — | 61 | Stable | Stable Watch | |
| 2016 | — | — | — | 61 | Stable | Stable Watch | |
| 2015 | — | — | — | 57 | Fragile | Stable Watch | |
| 2014 | — | — | — | 61 | Stable | Stable Watch | |
| 2013 | — | — | — | 51 | Fragile | Recovery | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN CHRISTOPHERSEN | CoPresident | — | ||
| HOLLY GRIFFIN | CoPresident | — | ||
| BEVERLY KELLAM | Treasurer | — | ||
| CHARLES HEMPHILL | Board Member | — | ||
| ASHLEY WALTERS | Board Member | — | ||
| TERRI ALLEN-THORBURN | Board Member | — | ||
| KAREN HAMMANN | DirectorTreasurer | — | ||
| SYDNEY JOHNSON | Board Member | — | ||
| KRIS MALOY | Board Member | — | ||
| JESSICA PLUTA | Board Member | — | ||
| ADRIA PETERSON | Board Member | — | ||
| AMANDA ERCOLE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Beverly Kellam | Treasurer | — | ||
| Cary Dickens | Board President | — | ||
| David Austin-Groen | Board Member | — | ||
| Holly Griffith | Board Member | — | ||
| Karen Christopherson | Board Member | — | ||
| Charles Hemphill | Board Member | — | ||
| Kris Maloy | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Stephen Gillespie | Board Member | — | ||
| Beverly Kellam | Treasurer | — | ||
| Deanna Mae Gillan | Secretary | — | ||
| Sydney Johnson | Secretary | — | ||
| Frances Leary | Board Member | — | ||
| Jennifer Mayhew | Board Member | — | ||
| Cary Dickens | Board President | — | ||
| David Austin-Groen | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 270 other orgs in CO with NTEE prefix A6.
Most-divergent component: financial score sits 40 points above the peer median (90 vs. 50).
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
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
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.