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 | — | — | — | 52 | Fragile | Gov Risk | |
| 2022 | Hidden | Hidden | — | 59 | Fragile | Recovery | |
| 2021 | — | — | — | 43 | Fragile | Recovery | |
| 2020 | — | — | 34.0% | 40 | Governance-Stressed | Recovery | |
| 2019 | — | — | 38.1% | 38 | Fragile | Gov Risk | |
| 2018 | — | — | 32.5% | 42 | Governance-Stressed | Gov Risk | |
| 2017 | — | — | — | 45 | Fragile | Stable Watch | |
| 2016 | — | — | — | 49 | Fragile | Recovery | |
| 2015 | — | — | — | 41 | Fragile | Stable Watch | |
| 2014 | — | — | — | 45 | Fragile | Stable Watch | |
| 2013 | — | — | — | 41 | Fragile | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Fragile | Stable Watch |
Officer compensation history
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN FELDMAN | CONDUCTOR | 366.2% of Rev | ||
| BERNARD KLINGER | CONDUCTOR | 366.2% of Rev | ||
| JACQUELINE STERN | CONDUCTOR | 366.2% of Rev | ||
| MEG BOND | Board President | — | ||
| BARBARA CABRERA | Secretary | — | ||
| AMY CHAN | Treasurer | — | ||
| KRISTINE FENTON | Board President | — | ||
| ELENA INOUE | Board Member | — | ||
| PAUL PAK | Treasurer | — | ||
| CRICKET POWELL | Board Member | — | ||
| SUJATHA THALAPPILLIL | Board Member | — | ||
| DAVID WENTWORTH | Board Member | — | ||
| IRIS WONG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BERNARD KLINGER | CONDUCTOR | 342.5% of Rev | ||
| VINCENT LIONTI | CONDUCTOR | 342.5% of Rev | ||
| JACQUELINE STERN | CONDUCTOR | 342.5% of Rev | ||
| GRACE BACCAY | Board Member | — | ||
| PAULA BERCUN | Board Member | — | ||
| MEG BOND | Board President | — | ||
| AMY CHAN | Board Member | — | ||
| RICHARD CUNEO | Board Member | — | ||
| PATRICK DIAS | Board Member | — | ||
| KATHLEEN FELDMAN | Board Member | — | ||
| PAUL PAK | Treasurer | — | ||
| MARIA PENCE | Board Member | — | ||
| CRICKET POWELL | Board Member | — | ||
| KAREN REYES | Board Member | — | ||
| ANE-MARIE STOK | Treasurer | — | ||
| DAVID WENTWORTH | Board Member | — | ||
| IRIS WONG | Board Member | — | ||
| LICHNG WU | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,226 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 38 points above the peer median (90 vs. 52).
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 38 → 52 over 5 years (improving by 14 points). A multi-year directional move of this magnitude is a signal worth investigating.
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.