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 | — | |
| 2024 | Hidden | Hidden | — | 37 | Fragile | Recovery | |
| 2023 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 53.2% | 29 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LISA COLGREN | Treasurer | — | ||
| JAMES BRAND | REPRESENTATI | — | ||
| RHEA OLLIVACCE | REPRESENTATI | — | ||
| JANE PEARSON | VICE PRESIDE | — | ||
| WHITNEY WEINER | BOARD PRESID | — | ||
| SHEILA CLOTHIER | Secretary | — | ||
| MALIN ANDERSON | PROGRAM MANA | — | ||
| JADA BLAKE | REPRESENTATI | — | ||
| KATIE GRUBAUGH | REPRESENTATI | — | ||
| ELIZABETH HONEYSETT | REPRESENTATI | — | ||
| REBEKAH HILL HENDRICKS | REPRESENTATI | — | ||
| TAYLOR GUDBRANDSON | Artistic Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAYLOR GUDBRANDSON | Secretary | 30.1% of Rev | ||
| CAITLIN KRAMER | OUTREACH DIR | 30.1% of Rev | ||
| LISA COLGREN | Treasurer | — | ||
| JIMMY BRAND | Board Member | — | ||
| RHEA OLLIVACCE | Board Member | — | ||
| FRED SANG | Board President | — | ||
| WENDY WIENER | PARENT LEAGU | — | ||
| JANE PEARSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LISA COLGREN | Board President | — | ||
| JENNIFER SANKEY | PARENT LEAGU | — | ||
| JIMMY BRAND | Board Member | — | ||
| MARK CHILCOTT | VICE PRESIDE | — | ||
| BRIANNA EDGERTON | Secretary | — | ||
| ANDREW JOHNSON | OUTREACH DIR | — | ||
| ERIN KELLER | Board Member | — | ||
| RHEA OLLIVACCE | Board Member | — | ||
| TAYLOR GUDBRANDSON | Artistic Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LISA COLGREN | Board President | — | ||
| JENNIFER SANKEY | PARENT LEAGU | — | ||
| JIMMY BRAND | Board Member | — | ||
| MARK CHILCOTT | VICE PRESIDE | — | ||
| BRIANNA EDGERTON | Secretary | — | ||
| ANDREW JOHNSON | OUTREACH DIR | — | ||
| ERIN KELLER | Board Member | — | ||
| RHEA OLLIVACCE | Board Member | — | ||
| TAYLOR GUDBRANDSON | Artistic Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 185 other orgs in MI with NTEE prefix A6.
Most-divergent component: program score sits 13 points below the peer median (15 vs. 28).
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
- 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.