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 | — | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 24 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 18.9% | 28 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 7.0% | 35 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 7.5% | 29 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 35 | Fragile | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 39 | Fragile | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Recovery | |
| 2014 | — | — | — | 45 | Fragile | Stable Watch | |
| 2013 | — | — | — | 45 | Fragile | Stable Watch | |
| 2012 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN STREATER | Board Member | — | ||
| MARNIE FUSCO | Board Member | — | ||
| LAURA KOCH | Board President | — | ||
| HEATHER HUBERTY | Board President | — | ||
| SHANE PARROTT | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA KOCH | Board President | — | ||
| HEATHER HUBERTY | Board President | — | ||
| SHANE PARROTT | Treasurer | — | ||
| SUSAN STREATER | Board President | — | ||
| KATHLEEN MACDONALD | Board Member | — | ||
| LAURA KOCH | Board President | — | ||
| HEATHER HUBERTY | Board President | — | ||
| SHANE PARROTT | Treasurer | — | ||
| SUSAN STREATER | Board President | — | ||
| KATHLEEN MACDONALD | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOUGLAS SPRIGGS | Executive Director | 35.4% of Rev | ||
| NANCY PIEROPAN | Board President | — | ||
| REBECCA ATMAN | Board President | — | ||
| MAGGIE BELL | Treasurer | — | ||
| TIM HUDSON | Board Member | — | ||
| ALAN GARMS | Board Member | — | ||
| AUDIE CUNNINGHAM | Board Member | — | ||
| LYNETTE ST CLAIT | Board Member | — | ||
| SOPHIE BARKSDALE | Board Member | — | ||
| NOELLE WEIMAN | Board Member | — | ||
| ARIELLA KAMIL | Executive Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOUGLAS N SPRIGGS | Executive Director | 11.1% of Rev | ||
| NANCY PIEROPAN | Board President | — | ||
| NOELLE WEIMANN VAN DIJK | Board Member | — | ||
| REBECCA ATMAN | Board President | — | ||
| ALAN GARMS | Treasurer | — | ||
| LYNETTE ST CLAIR | Board Member | — | ||
| CAROLINA JARAMILLO SCHADEBRODT | Board Member | — | ||
| DEVAN FROSS | Board Member | — | ||
| SOPHIE BARKSDALE | Board Member | — | ||
| AUDIE CUNNINGHAM | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOUGLAS N SPRIGGS | Board President | 11.1% of Rev | ||
| MAGGIE BELL | Treasurer | — | ||
| SOPHIE BARKSDALE | Board Member | — | ||
| REBECCA ATMAN | Board President | — | ||
| TIM HUDSON | Board Member | — | ||
| NANCY PIEROPAN | Board President | — | ||
| NOELLE WEIMAN | Board Member | — | ||
| LYNETTE ST CLAIR | Board Member | — | ||
| AUDIE CUNNINGHAM | Secretary | — | ||
| ALAN GARMS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in WY for this NTEE subcategory; peer comparison would not be statistically meaningful.
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
- 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.