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 | — | — | — | 65 | Stable | Stable Watch | |
| 2022 | — | — | 33.5% | 58 | Governance-Stressed | Recovery | |
| 2021 | — | — | 21.1% | 47 | Fragile | Gov Risk | |
| 2020 | — | — | — | 55 | Fragile | Decline Risk | |
| 2019 | — | — | — | 65 | Stable | Stable Watch | |
| 2018 | — | — | — | 65 | Stable | Stable Watch | |
| 2017 | — | — | — | 65 | Stable | Stable Watch | |
| 2016 | — | — | — | 65 | Stable | Stable Watch | |
| 2015 | — | — | — | 63 | Stable | Stable Watch | |
| 2014 | — | — | — | 59 | Fragile | Stable Watch | |
| 2013 | — | — | — | 59 | Fragile | Decline Risk | |
| 2012 | — | — | — | 61 | Stable | Stable Watch | |
| 2011 | — | — | — | 61 | Stable | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEL SOUKKALA | GENERAL MANAGER | 24.0% of Rev | ||
| GREG ANDERSON | Artistic Director | 1.1% of Rev | ||
| JUSTIN DINGER | Board President | — | ||
| LARRY ANDERSON | Board President | — | ||
| KAREN MURPHY | Treasurer | — | ||
| MIRIAM EFFINGER | Secretary | — | ||
| JOHN JUSTAD | Board Member | — | ||
| PAULA OLSEN | Board Member | — | ||
| BRENDA VOLMANN | Board Member | — | ||
| RONI DINWIDDIE | Board Member | — | ||
| JOANN GUSTAFSON | Board Member | — | ||
| RUTH STUART | Board Member | — | ||
| CINDY BLANDING | Board Member | — | ||
| RICHARD BREUER | BUSINESS MANAGER | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEL SOUKKALA | GENERAL MANAGER | 22.0% of Rev | ||
| GREG ANDERSON | Artistic Director | 1.1% of Rev | ||
| RUTHIE BREUER | Board President | — | ||
| LARRY ANDERSON | Board President | — | ||
| DEB BAHEN | Secretary | — | ||
| KAREN MURPHY | Treasurer | — | ||
| JULIANNE EMERSON | Board Member | — | ||
| KELLY JOHNSON | Board Member | — | ||
| JOHN JUSTAD | Board Member | — | ||
| TOM LANGEMO | Board Member | — | ||
| CATHERINE LOEB | Board Member | — | ||
| PAULA OLSEN | Board Member | — | ||
| MICHAEL ROSEN | Board Member | — | ||
| CRYSTEL DETLEFSON | Board Member | — | ||
| RONI DINWIDDIE | Board Member | — | ||
| RICHARD BREUER | BUSINESS MANAGER | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 174 other orgs in MN with NTEE prefix A6.
Most-divergent component: financial score sits 63 points above the peer median (100 vs. 37).
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.
What would change this score
The two changes that would most improve this score:
- 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.