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 | — | — | — | 41 | Fragile | Decline Risk | |
| 2022 | — | — | — | 40 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 39 | Fragile | Recovery | |
| 2020 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2015 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2011 | — | — | — | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ed Smart | Board President | — | ||
| Susan Caklins | Board President | — | ||
| Tony Gitt | Treasurer | — | ||
| Laurie Hanig | Board Member | — | ||
| Patricia Smart | Board Member | — | ||
| Cristina Barrett | Board Member | — | ||
| Brian Gaffney | Board Member | — | ||
| John Pillsbury | Board Member | — | ||
| Debra Sokolow | Board Member | — | ||
| Pat Johnson | Board Member | — | ||
| Connie Tunick | Board Member | — | ||
| Geri Schonberg | Board Member | — | ||
| Kristine Clark | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GERI SCHONBERG | Secretary | — | ||
| ED SMART | Board President | — | ||
| TONY GITT | Treasurer | — | ||
| LAURIE HANIG | MEMBERSHI | — | ||
| PAT JOHNSON | Board Member | — | ||
| BILLY PARISH | Board President | — | ||
| CONNIE TUNICK | EXHIBITIONS | — | ||
| PATRICIA SMART | Treasurer | — | ||
| JEAN SAUNDERS | PUBLIC REL/MKTG | — | ||
| BRIAN GAFFNEY | ELECTRONIC MED | — | ||
| ANTHONY ANGELINI | HOSPITALITY | — | ||
| JOHN JOHNSON | Board Member | — | ||
| STEPHANIE WILSON | Board Member | — | ||
| JOHN PILLSBURY | INFORMATION SVS | — | ||
| KRISTINE CLARK | MEMBERSHIP | — | ||
| GERI SCHONBERG | Secretary | — | ||
| ED SMART | Board President | — | ||
| RICHARD WILLIAMS | Treasurer | — | ||
| KIMBERLY WRIGHT | Board Member | — | ||
| PAT JOHNSON | Board Member | — | ||
| BILLY PARISH | Board President | — | ||
| CONNIE TUNICK | EXHIBITIONS | — | ||
| PATRICIA SMART | Treasurer | — | ||
| JEAN SAUNDERS | PUBLIC REL/MKTG | — | ||
| MATT NORDQUIST | ELECTRONIC MED | — | ||
| ANTHONY ANGELINI | HOSPITALITY | — | ||
| JOHN JOHNSON | Board Member | — | ||
| STEPHANIE WILSON | Board Member | — | ||
| JOHN PILLSBURY | INFORMATION SVS | — | ||
| JANNY FRANKEN | MEMBERSHIP | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,023 other orgs in CA with NTEE prefix A2.
Most-divergent component: governance score sits 29 points below the peer median (50 vs. 79).
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 39 → 41 over 5 years (improving by 2 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.