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 | — | — | — | 45 | Fragile | Stable Watch | |
| 2022 | — | — | — | 48 | Fragile | Recovery | |
| 2021 | — | — | — | 45 | Fragile | Stable Watch | |
| 2020 | — | — | — | 48 | Fragile | Recovery | |
| 2018 | — | — | — | 45 | Fragile | Stable Watch | |
| 2017 | — | — | — | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 45 | Fragile | Recovery | |
| 2015 | — | — | — | 39 | Fragile | Decline Risk | |
| 2014 | — | — | — | 45 | Fragile | Decline Risk | |
| 2013 | — | — | — | 43 | Fragile | Stable Watch | |
| 2012 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JUDY HORN | Board President | — | ||
| IRWIN HERRERO | Board President | — | ||
| DAVID SHOOK | SOCIAL MEDIACOMMUNICATIONS C | — | ||
| SETH MCCLINTOCK | Board President | — | ||
| IRWIN HERRERO | Board President | — | ||
| ALICELEE HOLLISTER | Board President | — | ||
| JERRY OGDEN | K-STATE LIAISON | — | ||
| LINN MILLS | Board President | — | ||
| JACKIE STOKES | Board President | — | ||
| ASHLEY MILLER-SCULLY | UCM LIAISON | — | ||
| JACKIE STOKES | KU LIAISON | — | ||
| SHARON PEARCE | UMKC LIAISON | — | ||
| HANK RECTOR | Board President | — | ||
| SETH MCCLINTOCK | Board President | — | ||
| DODIE BROWN | FOUNDER AND ADVISOR | — | ||
| SETH MCCLINTOCK | Board President | — | ||
| JIM HOLZMARK | Board President | — | ||
| ED SEE | BY LAWS & PARLIAMENTARIAN CHA | — | ||
| JACKIE STOKES | Board President | — | ||
| CARYN HASTINGS | Board President | — | ||
| PENNY GAMM | Board President | — | ||
| IRWIN HERRERO | Secretary | — | ||
| LORA SMITH | Board President | — | ||
| LINDA HARTMAN | Treasurer | — | ||
| NANCY GREENLEE | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ARLENE FINNEY | Board President | — | ||
| SHARON PEARCE | PUBLICATIONS & NEWSLETTER CHA | — | ||
| ED SEE | Board President | — | ||
| MARGOT MATTESON | Board President | — | ||
| PENNY GAMM | Board President | — | ||
| JACKIE STOKES | Board President | — | ||
| IRWIN HERRERO | Board President | — | ||
| JIM COLEMAN | UMKC LIAISON | — | ||
| JERRY OGDEN | K-STATE LIAISON | — | ||
| JIM JOHNSON | Board President | — | ||
| DAVID SHOOK | Board President | — | ||
| JEANNE MCDOWELL | UCM LIAISON | — | ||
| JUDY HORN | KU LIAISON | — | ||
| HANK RECTOR | Board President | — | ||
| SETH MCCLINTOCK | Board President | — | ||
| DODIE BROWN | FOUNDER AND ADVISOR | — | ||
| GARY KRINGS | Board President | — | ||
| KARL ROSCOE | Board President | — | ||
| JOHN WITTENBORN | BY LAWS & PARLIAMENTARIAN CHA | — | ||
| IRWIN HERRERO | Board President | — | ||
| PENNY GAMM | Board President | — | ||
| JOHN WITTENBORN | Board President | — | ||
| LORA SMITH | Board President | — | ||
| LINDA KHAN | Secretary | — | ||
| DAVID BERNAL | Board President | — | ||
| LINDA HARTMAN | Treasurer | — | ||
| CARYN HASTINGS | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 7 other orgs in KS with NTEE prefix A9.
Most-divergent component: governance score sits 25 points below the peer median (50 vs. 75).
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 45 → 45 over 5 years (stable by 0 points).
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.