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 | — | |
| 2023 | Hidden | Hidden | 39.2% | 33 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 37.0% | 37 | Governance-Stressed | Recovery | |
| 2020 | — | — | 31.3% | 33 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 22.9% | 47 | Fragile | Gov Risk | |
| 2018 | — | — | 16.4% | 43 | Fragile | Decline Risk | |
| 2017 | — | — | — | 49 | Fragile | Decline Risk | |
| 2016 | — | — | — | 61 | Stable | Decline Risk | |
| 2015 | — | — | — | 65 | Stable | Stable Watch | |
| 2014 | — | — | — | 57 | Fragile | Recovery | |
| 2013 | — | — | — | 55 | Fragile | Decline Risk | |
| 2012 | — | — | — | 61 | Stable | Stable Watch | |
| 2011 | — | — | — | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Maryanne Keester | Office Staff | 34.9% of Rev | ||
| Casey | Secretary | — | ||
| Robert Newell | Treasurer | — | ||
| Lesley Dvorak | Board President | — | ||
| Lisa Riggle | Board Member | — | ||
| Gay Lynn Allen | Board Member | — | ||
| Janie Herriott | Board Member | — | ||
| Daniel Oyler | Board President | — | ||
| Joh Mann | Board Member | — | ||
| Sean Maher | Board Member | — | ||
| Tisa Peevy | Board Member | — | ||
| Todd Yeager | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 66 other orgs in OK with NTEE prefix A6.
Most-divergent component: program score sits 16 points below the peer median (15 vs. 31).
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 39.2% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 39.2% to under 22% of revenue — would move governance score by ~34 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.