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 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 3.1% | 54 | Fragile | Recovery | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 51 | Fragile | Stable Watch | |
| 2018 | — | — | — | 51 | Fragile | Decline Risk | |
| 2017 | — | — | — | 55 | Fragile | Recovery | |
| 2016 | — | — | — | 47 | Fragile | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Recovery | |
| 2014 | — | — | — | 47 | Fragile | Decline Risk | |
| 2013 | — | — | — | 55 | Fragile | Recovery | |
| 2012 | — | — | — | 51 | Fragile | Stable Watch | |
| 2011 | — | — | — | 51 | Fragile | Recovery | |
| 2010 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NORA GANT | Board President | — | ||
| JEROD NACE | VICE PRESIDE | — | ||
| LOUISE DORAN | Treasurer | — | ||
| ANNIKA VEIS | Board Member | — | ||
| MIRANDA CULLEY | Board Member | — | ||
| KYLE MURPHY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LOUISE DORAN | EXECUTIVE DI | 6.1% of Rev | ||
| CHRISTY PETERS | Board President | — | ||
| MIRANDA CULLEY | VICE PRESIDE | — | ||
| JAYNA WILLIAMS | Treasurer | — | ||
| STEPHANIE PRICE | Secretary | — | ||
| JODI ERICKSON-MULDREW | Board Member | — | ||
| MORRIS MILLER | Board Member | — | ||
| NADINE BOZEMAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH SWANSON | Board President | — | ||
| CHRISTY PETERS | VICE PRESIDE | — | ||
| MIRANDA CULLEY | Treasurer | — | ||
| STEPHANIE PRICE | Secretary | — | ||
| JAYNA WILLIAMS | Board Member | — | ||
| MEGAN TEMPLE | Board Member | — | ||
| MORRIS MILLER | Board Member | — | ||
| NADINE BOZEMAN | Board Member | — | ||
| LOUISE DORAN | ADMINISTRATI | — | ||
| KATHY DORGAN | Artistic Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 177 other orgs in WA with NTEE prefix A2.
Most-divergent component: governance score sits 30 points below the peer median (50 vs. 80).
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.
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.