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 | — | 43 | Fragile | Stable Watch | |
| 2023 | — | — | — | 43 | Fragile | Recovery | |
| 2022 | — | — | — | 36 | Fragile | Recovery | |
| 2021 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 48 | Fragile | Stable Watch | |
| 2019 | — | — | — | 48 | Fragile | Recovery | |
| 2018 | — | — | — | 41 | Fragile | Decline Risk | |
| 2017 | — | — | — | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 41 | Fragile | Stable Watch | |
| 2015 | — | — | — | 41 | Fragile | Decline Risk | |
| 2014 | — | — | — | 45 | Fragile | Recovery | |
| 2013 | — | — | — | 41 | Fragile | Stable Watch | |
| 2012 | — | — | — | 41 | Fragile | Stable Watch | |
| 2011 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANTHONY CRAVERO | Board President | — | ||
| ANDREW STONEKING | Board President | — | ||
| LUKE LOVEGOOD | Board President | — | ||
| NICK OSWALD | Board President | — | ||
| JENNIFER MCCLENAHAN | Board President | — | ||
| NORM GRIMM | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER MCCLENAHAN | Board President | — | ||
| LUKE LOVEGOOD | Board President | — | ||
| MARK BABCOCK | Board President | — | ||
| NORM GRIMM | Treasurer | — | ||
| TOM GERKING | Board President | — | ||
| JODI FRIEST | Board President | — | ||
| KRISTA WALTER | Board President | — | ||
| SARAH BIEBER | Board President | — | ||
| ANTHONY CRAVERO | Board President | — | ||
| JULIE THOMAS | Board President | — | ||
| TEALE BURFORD | Board President | — | ||
| MELISSA SHALLBERG | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK BABCOCK | Board President | — | ||
| JENNIFER MCCLENAHAN | Board President | — | ||
| JOLEEN NELSON WOODS | Treasurer | — | ||
| JILL WILSON | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 24 other orgs in IA with NTEE prefix A1.
Most-divergent component: governance score sits 23 points below the peer median (50 vs. 73).
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 48 → 43 over 5 years (declining by 5 points).
What's driving this score
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
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.