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 | 55.5% | 35 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 33.8% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 25.2% | 26 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 16.7% | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 51 | Fragile | Recovery | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Recovery | |
| 2014 | — | — | — | 47 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 47 | Fragile | Decline Risk | |
| 2012 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kathryn Barnard | Board Member | 33.3% of Rev | ||
| Angela Goldberg | Former Exec Di | 22.2% of Rev | ||
| Mariana Whitmer | Board President | — | ||
| Craig Denison | Board President | — | ||
| Timothy Nye | Treasurer | — | ||
| John Barnard | Secretary | — | ||
| Dr Paula Clemens | Board Member | — | ||
| Thomas May | Board Member | — | ||
| Eden Smith | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kathryn Barnard | Board Member | 33.3% of Rev | ||
| Angela Goldberg | Executive Director | 18.2% of Rev | ||
| Mark Anderson | Board President | — | ||
| John Barnard | Secretary | — | ||
| Karen Crenshaw | Board President | — | ||
| Paula Clemens | Board Member | — | ||
| Thomas May | Board Member | — | ||
| Tim Nye | Board Member | — | ||
| Mariana Whitmer | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kathryn Barnard | Board Member | 28.1% of Rev | ||
| Mark Anderson | Board President | — | ||
| Miya Asato | Board Member | — | ||
| John Barnard | Secretary | — | ||
| Paula Clemens | Board Member | — | ||
| Karen Crenshaw | Board President | — | ||
| Thomas May | Board Member | — | ||
| Tim Nye | Board Member | — | ||
| Mariana Whitmer | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHRYN BARNARD | Board Member | 28.1% of Rev | ||
| MARK ANDERSON | BOARD VICE C | — | ||
| MIYA ASATO | Board Member | — | ||
| JOHN BARNARD | Secretary | — | ||
| PAULA CLEMENS | Board Member | — | ||
| KAREN CRENSHAW | Board President | — | ||
| THOMAS MAY | Board Member | — | ||
| TIM NYE | Board Member | — | ||
| MARIANA WHITMER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 295 other orgs in PA with NTEE prefix A6.
Most-divergent component: governance score sits 8 points below the peer median (42 vs. 50).
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
- Comp-to-revenue ratio of 55.5% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 55.5% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.