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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 28 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 24 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 21 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| REBECCA CAREY SOWERS | Executive Director | — | ||
| LINDA MUSGRAVE | BOARD MEMEBER | — | ||
| JNAIE BUCHANAN | Secretary | — | ||
| KATHY GOODBERLET | Board President | — | ||
| REBECCA RUSK | CHAIRMAN | — | ||
| ERICA MARCHAN | 1 | — | ||
| KATIE NICHELSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| REBECCA CAREY SOWERS | Executive Director | — | ||
| LINDA MUSGRAVE | Board Member | — | ||
| JANIE BUCHANAN | Treasurer | — | ||
| KATHY GOODBERLET | Board President | — | ||
| REBECCA RUSK | CHAIRMAN | — | ||
| ERICA MARCHAN | Board Member | — | ||
| KATIE NICHELSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| REBECCA CAREY SOWERS | Executive Director | — | ||
| LINDA MUSGRAVE | Board Member | — | ||
| JANIE BUCHANAN | Treasurer | — | ||
| KATHY GOODBERLET | Board President | — | ||
| REBECCA RUSK | CHAIRMAN | — | ||
| ERICA MARCHAN | Board Member | — | ||
| KATIE NICHELSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 5,134 other orgs in US with NTEE prefix P3.
Most-divergent component: governance score sits 0 points above the peer median (85 vs. 85).
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 21 → 29 over 5 years (improving by 8 points).
What's driving this score
- Comp-to-revenue ratio of 0.0% sits within the sector's healthy band (18–22%).
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.