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 | — | 50 | Fragile | Recovery | |
| 2023 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 46 | Fragile | Decline Risk | |
| 2021 | — | — | — | 50 | Fragile | Recovery | |
| 2020 | — | — | — | 40 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 45 | Fragile | Decline Risk | |
| 2018 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 35 | Fragile | Stable Watch | |
| 2016 | — | — | — | 39 | Fragile | Decline Risk | |
| 2015 | — | — | — | 43 | Fragile | Recovery | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LORI SPRENGER | Treasurer | — | ||
| HEATHER HURTT | Board President | — | ||
| HOLLY MERRITT | Vice President | — | ||
| LILI XUE | Secretary | — | ||
| ANGELITO FORTES | Vice President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LORI SPRENGER | Treasurer | — | ||
| JENNIFER MICHLIG | Treasurer | — | ||
| KENDRA THOMPSON | Board President | — | ||
| LORI SPRENGER | Secretary | — | ||
| CAROLINE DUONG-TRAN | Vice President | — | ||
| LAUREN ODELL | Vice President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER MICHLIG | Treasurer | — | ||
| DEB DEAN | Board President | — | ||
| KENDRA THOMPSON | Secretary | — | ||
| CAROLINE DUONG-TRAN | Vice President | — | ||
| LAUREN ODELL | Vice President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER MICHLIG | Treasurer | — | ||
| CHEREE DUNBAR | Board President | — | ||
| DEB DEAN | Secretary | — | ||
| GEOFF MAXEY | Vice President | — | ||
| LAUREN ODELL | Vice President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 6,922 other orgs in US with NTEE prefix B1.
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.
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.