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 |
|---|---|---|---|---|---|---|---|
| 2022 | — | — | 8.2% | 39 | Fragile | Recovery | |
| 2021 | — | — | 18.8% | 28 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 4.5% | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 4.0% | 35 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 4.1% | 37 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 4.1% | 37 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 3.9% | 45 | Fragile | Recovery | |
| 2015 | — | — | 4.0% | 41 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 3.9% | 45 | Fragile | Recovery | |
| 2013 | — | — | — | 42 | Fragile | Stable Watch | |
| 2012 | — | — | — | 42 | Fragile | Stable Watch | |
| 2011 | — | — | — | 42 | Fragile | Recovery | |
| 2010 | — | — | — | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL LACAVA | Executive Director | 4.9% of Rev | ||
| NOREEN DIAMOND BURDETT | ASSOCIATE EXECUTIVE DIRECT | 3.3% of Rev | ||
| CECIL ADDERLEY | Board President | — | ||
| JARD CASSEDY | Board Member | — | ||
| DUSTIN LINDSEY | Board Member | — | ||
| BILL RICHTER | Board Member | — | ||
| BRIANNA CREAMER | Board Member | — | ||
| JULIE CARROLL | Board Member | — | ||
| TODD SHAFER | Board Member | — | ||
| AMANDA JOHNSON | Board Member | — | ||
| MEREDITH LORD | Board Member | — | ||
| ANDREA COOK | Board Member | — | ||
| REAGAN PARAS | Board Member | — | ||
| REBECCA DAMIANI | Board Member | — | ||
| ANTHONY BEATRICE | Board President | — | ||
| SARA DURKIN | Secretary | — | ||
| HEATHER COTE | Board President | — | ||
| STEPHANIE RILEY | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL LACAVA | Executive Director | 4.9% of Rev | ||
| NOREEN DIAMOND BURDETT | ASSOCIATE EXECUTIVE DIRECT | 3.3% of Rev | ||
| CECIL ADDERLEY | Board President | — | ||
| JARD CASSEDY | Board Member | — | ||
| SARA DURKIN | Secretary | — | ||
| HEATHER COTE | Board President | — | ||
| DUSTIN LINDSEY | Board Member | — | ||
| BILL RICHTER | Board Member | — | ||
| BRIANNA CREAMER | Board Member | — | ||
| JULIE CARROLL | Board Member | — | ||
| TODD SHAFER | Board Member | — | ||
| AMANDA JOHNSON | Board Member | — | ||
| MEREDITH LORD | Board Member | — | ||
| ANDREA COOK | Board Member | — | ||
| REAGAN PARAS | Board Member | — | ||
| REBECCA DAMIANI | Board Member | — | ||
| ANTHONY BEATRICE | Board President | — | ||
| STEPHANIE RILEY | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL LACAVA | Executive Director | 4.9% of Rev | ||
| NOREEN DIAMOND BURDETT | Executive Director | 3.3% of Rev | ||
| CECIL ADDERLEY | Board President | — | ||
| THOMAS O'TOOLE | Treasurer | — | ||
| SARA DURKIN | Secretary | — | ||
| HEATHER COTE | Board President | — | ||
| SANDRA DONESKI | Board President | — | ||
| BILL RICHTER | Board Member | — | ||
| BRIANNA CREAMER | Board Member | — | ||
| THOMAS BANKERT | Board Member | — | ||
| TODD SHAFER | Board Member | — | ||
| AMANDA JOHNSON | Board Member | — | ||
| SARAH ALLEN SANTOS | Board Member | — | ||
| MEREDITH LORD | Board Member | — | ||
| ANDREA COOK | Board Member | — | ||
| REAGAN PARAS | Board Member | — | ||
| CHRISTOPHER MARTIN | Board Member | — | ||
| REBECCA DAMIANI | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 376 other orgs in MA with NTEE prefix A6.
Most-divergent component: financial score sits 30 points below the peer median (25 vs. 55).
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.
Overall score has gone from 37 → 39 over 5 years (improving by 2 points).
What's driving this score
- Comp-to-revenue ratio of 8.2% 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:
- 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.