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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 57 | Fragile | Recovery | |
| 2022 | — | — | — | 58 | Fragile | Recovery | |
| 2021 | — | — | — | 50 | Fragile | Decline Risk | |
| 2020 | — | — | — | 60 | Stable | Stable Watch | |
| 2019 | — | — | — | 61 | Stable | Stable Watch | |
| 2018 | — | — | — | 57 | Fragile | Decline Risk | |
| 2017 | — | — | — | 61 | Stable | Stable Watch | |
| 2016 | — | — | — | 53 | Fragile | Decline Risk | |
| 2015 | — | — | — | 61 | Stable | Stable Watch | |
| 2014 | — | — | — | 53 | Fragile | Recovery | |
| 2013 | — | — | — | 37 | Fragile | Decline Risk | |
| 2012 | — | — | — | 57 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICHARD HELVIG | Board President | — | ||
| ELAINE HAZELRIGG | Board President | — | ||
| LYNNETTE SALTON | Secretary | — | ||
| GAROLD EDWARDS | Board Member | — | ||
| BETH HART | Board Member | — | ||
| TOM CASSIDY | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICHARD HELVIG | Board President | — | ||
| ELAINE HAZELRIGG | Board President | — | ||
| LYNNETTE SALTON | Secretary | — | ||
| GEORGE KEITH | Board Member | — | ||
| BETH HART | Board Member | — | ||
| JUDY COYLE | Board Member | — | ||
| DONNA FRANCO | Board Member | — | ||
| KAREN BOBREN | Board Member | — | ||
| RICHARD HELVIG | Board President | — | ||
| ELAINE HAZELRIGG | Board President | — | ||
| LYNNETTE SALTON | Secretary | — | ||
| GEORGE KEITH | Board Member | — | ||
| BETH HART | Board Member | — | ||
| JUDY COYLE | Board Member | — | ||
| DONNA FRANCO | Board Member | — | ||
| KAREN BOBREN | Board Member | — | ||
| RICHARD HELVIG | Board President | — | ||
| ELAINE HAZELRIGG | Board President | — | ||
| LYNNETTE SALTON | Secretary | — | ||
| GEORGE KEITH | Board Member | — | ||
| BETH HART | Board Member | — | ||
| JUDY COYLE | Board Member | — | ||
| DONNA FRANCO | Board Member | — | ||
| KAREN BOBREN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 57 points above the peer median (90 vs. 33).
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.