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 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 12.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 20.0% | 23 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 5.5% | 30 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 12.0% | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 13.2% | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 13.4% | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 11.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 12.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 9.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 12.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 13.1% | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 17.5% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Roberta Wolinsky | Executive Director | 141.2% of Rev | ||
| Joel Wolinsky | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERTA WOLINSKY | Executive Director | 158.5% of Rev | ||
| MARYANN PISANI | Board President | — | ||
| TINA HOFFMAN | Treasurer | — | ||
| EILEEN GARABEDIAN | Board Member | — | ||
| DAN PISANI | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERTA WOLINSKY | Executive Director | 87.5% of Rev | ||
| MARYANN PISANI | Board President | — | ||
| TINA HOFFMAN | Treasurer | — | ||
| EILEEN GARABEDIAN | Board Member | — | ||
| DAN PISANI | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 24 points below the peer median (5 vs. 29).
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.
- Two consecutive years of deficit spending.
- 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).
- 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.