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 | Hidden | Hidden | — | 45 | Fragile | Recovery | |
| 2022 | — | — | — | 48 | Fragile | Recovery | |
| 2021 | — | — | 38.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 39.2% | 38 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 51 | Fragile | Recovery | |
| 2018 | — | — | — | 45 | Fragile | Recovery | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 41 | Fragile | Recovery | |
| 2014 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 41 | Fragile | Decline Risk | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAMELA WALLENHURST | Board President | — | ||
| AVRIL DICKERSON | Treasurer | — | ||
| ELIZABETH CHAMBERS | Secretary | — | ||
| RYAN WALSH | Board President | — | ||
| DENISE PIZOLI | Board Member | — | ||
| APRIL KIMBLE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAMELA WALLENHURST | Board President | — | ||
| MICHAEL HORNER | Board President | — | ||
| AVRIL DICKERSON | Secretary | — | ||
| RYAN WALSH | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LESHA MOORE | Executive Dir. | 54.7% of Rev | ||
| PAMELA WALLENHURST | Board President | — | ||
| MICHAEL HORNER | Board President | — | ||
| JAMES PANDOLFO | Treasurer | — | ||
| AVRIL DICKERSON | Secretary | — | ||
| RYAN WALSH | Board Member | — | ||
| SHERI CHURCHILL | Board Member | — | ||
| DENISE PIZOLI | Board Member | — | ||
| KATHY CULLEN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LESHA MOORE | Executive Dir. | 54.7% of Rev | ||
| JEFFREY LUCAS | Board President | — | ||
| MICHAEL HORNER | Board President | — | ||
| LINDA CHAMBERLAIN | Treasurer | — | ||
| BETH ANNE BECK-POLLARD | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 4 other orgs in NJ with NTEE prefix A9.
Most-divergent component: financial score sits 35 points above the peer median (60 vs. 25).
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.
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.