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 | — | 57 | Fragile | Decline Risk | |
| 2022 | — | — | 12.3% | 61 | Fragile | Decline Risk | |
| 2021 | — | — | 9.9% | 44 | Fragile | Gov Risk | |
| 2020 | — | — | 23.3% | 56 | Fragile | Recovery | |
| 2019 | — | — | 8.8% | 47 | Fragile | Recovery | |
| 2018 | — | — | — | 41 | Fragile | Stable Watch | |
| 2017 | — | — | — | 41 | Fragile | Stable Watch | |
| 2016 | — | — | — | 41 | Fragile | Stable Watch | |
| 2015 | — | — | — | 41 | Fragile | Stable Watch | |
| 2014 | — | — | — | 41 | Fragile | Decline Risk | |
| 2013 | — | — | — | 49 | Fragile | Stable Watch | |
| 2012 | — | — | — | 49 | Fragile | Decline Risk | |
| 2011 | — | — | — | 65 | Stable | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TIFFINI GROSS | Board Member | — | ||
| STACYE REDINGER | Treasurer | — | ||
| DARLENE JOHNSON | Board Member | — | ||
| JEAN ANN WAGNER | Board President | — | ||
| MARK CONN | Board Member | — | ||
| LINDA MCDOWELL | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARLENE JOHNSON | Board Member | 16.4% of Rev | ||
| TODD KENNEDY | Board Member | — | ||
| STACYE REDINGER | Treasurer | — | ||
| JEAN ANN WAGNER | Board President | — | ||
| SUE JACKSON | Board Member | — | ||
| LINDA MCDOWELL | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARLENE JOHNSON | Board Member | 14.5% of Rev | ||
| TODD KENNEDY | Board Member | — | ||
| STACYE REDINGER | Treasurer | — | ||
| JEAN ANN WAGNER | Board President | — | ||
| SUE JACKSON | Board Member | — | ||
| LINDA MCDOWELL | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARLENE JOHNSON | Board Member | 14.2% of Rev | ||
| TODD KENNEDY | Board Member | — | ||
| STACY REDINGER | Treasurer | — | ||
| JEAN ANN WAGNER | Board President | — | ||
| SUE JACKSON | Board Member | — | ||
| LINDA MCDOWELL | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 59 other orgs in KS with NTEE prefix A6.
Most-divergent component: financial score sits 47 points above the peer median (90 vs. 43).
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.