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 | 17.6% | 35 | Financially Distressed | Decline Risk | |
| 2023 | — | — | 6.1% | 46 | Fragile | Recovery | |
| 2022 | — | — | 11.7% | 35 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 15.3% | 31 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 26.8% | 26 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 18.3% | 36 | Fragile | Decline Risk | |
| 2018 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SOMMER SCHOCH | PRODUCING AR | 17.6% of Rev | ||
| ROBERT ARENA | Board Member | — | ||
| DAVID EADS | Secretary | — | ||
| JADE ELLIS | Board President | — | ||
| JAMES ENGLAND | Board Member | — | ||
| TINA GEORGE | Board President | — | ||
| SHEILA HUGGES | Board Member | — | ||
| LAURA KAMPERMAN | Treasurer | — | ||
| STEVE KERNSTOCK | Board Member | — | ||
| TRAVIS ROGERS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SOMMER SCHOCH | PRODUCING AR | 14.6% of Rev | ||
| SOMMER SCHOCH | PRODUCING AR | 14.6% of Rev | ||
| MARK BRENZEL | Board Member | — | ||
| STEVE CLEBERG | Treasurer | — | ||
| DAVID EADS | Secretary | — | ||
| JADE ELLIS | Board President | — | ||
| TINA GEORGE | Board Member | — | ||
| SHEILA HUGGES | Board President | — | ||
| JOSEPH WEIGEL | Board Member | — | ||
| COLLEEN BIVENS | Board Member | — | ||
| MARK BRENZEL | Board Member | — | ||
| STEVE CLEBERG | Treasurer | — | ||
| DAVID EADS | Secretary | — | ||
| JADE ELLIS | Board President | — | ||
| TINA GEORGE | Board Member | — | ||
| SHEILA HUGGES | Board President | — | ||
| JOSEPH WEIGEL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SOMMER SCHOCH | PRODUCING AR | 11.7% of Rev | ||
| MARK BRENZEL | Treasurer | — | ||
| DAVID EADS | Board Member | — | ||
| CHRIS GEORGE | Board Member | — | ||
| TINA GEORGE | Board President | — | ||
| SHEILA HUGGES | Board President | — | ||
| DEBBIE OLIVER | Board Member | — | ||
| JOSEPH WEIGEL | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sommer Schoch | Artistic Director | 10.2% of Rev | ||
| Sheila Hugges | Board President | — | ||
| Christine George | Board President | — | ||
| Chris George | Board Member | — | ||
| David Eads OD | Secretary | — | ||
| Mark Brenzel | Treasurer | — | ||
| Joseph Weigel MD | Board Member | — | ||
| Jade Ellis | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 55 other orgs in KY with NTEE prefix A6.
Most-divergent component: financial score sits 8 points below the peer median (30 vs. 38).
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 17.6% sits within the sector's healthy band (18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.