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 | — | — | 102.5% | 33 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 45 | Fragile | Recovery | |
| 2021 | — | — | 72.5% | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 130.6% | 29 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2018 | — | — | 78.6% | 32 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 84.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 87.3% | 36 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 81.5% | 36 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 76.4% | 38 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 82.5% | 40 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 105.4% | 38 | Governance-Stressed | Gov Risk | |
| 2011 | — | — | 91.2% | 38 | Governance-Stressed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL VIEIRA | Executive Director | Hidden | ||
| WILLIAM HANNEY | Board President | — | ||
| HAROLD BLANK | Board President | — | ||
| JOHN VINCENT JR | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL VIEIRA | Executive Director | Hidden | ||
| WILLIAM HANNEY | Board President | — | ||
| HAROLD BLANK | Board President | — | ||
| JOHN VINCENT JR | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL VIEIRA | Executive Director | Hidden | ||
| WILLIAM HANNEY | Board President | — | ||
| MARK ADAM | Board President | — | ||
| JOHN VINCENT JR | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 377 other orgs in MA with NTEE prefix A6.
Most-divergent component: governance score sits 20 points below the peer median (42 vs. 62).
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
- Comp-to-revenue ratio of 102.5% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 102.5% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.