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 |
|---|---|---|---|---|---|---|---|
| 2020 | — | — | — | 48 | Fragile | Recovery | |
| 2019 | — | — | 23.1% | 36 | Fragile | Recovery | |
| 2018 | — | — | 23.4% | 42 | Governance-Stressed | Recovery | |
| 2017 | — | — | 38.4% | 37 | Governance-Stressed | Recovery | |
| 2016 | — | — | 158.0% | 27 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 39.9% | 29 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 24.8% | 38 | Governance-Stressed | Gov Risk | |
| 2013 | — | — | 27.8% | 46 | Governance-Stressed | Gov Risk | |
| 2012 | — | — | 14.9% | 49 | Fragile | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch | |
| 2010 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| David Doan | Board President | — | ||
| Hillary Netardus | Board President | — | ||
| Ellen Jones | Treasurer | — | ||
| Robert Hansen | Board Member | — | ||
| Alejandra Attebury | Board Member | — | ||
| Brandon Denney | Board Member | — | ||
| Jessica Mallard | Board Member | — | ||
| Kay Kennedy | Secretary | — | ||
| Joanna Wilson | Board Member | — | ||
| Tom Nichols | Board Member | — | ||
| Brian Pruitt | Board Member | — | ||
| John Walker | Board Member | — | ||
| Kevin Ball | Board Member | — | ||
| Tim Winn | Board Member | — | ||
| David Palmer | Artistic Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 484 other orgs in TX with NTEE prefix A6.
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 27 → 48 over 5 years (improving by 21 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
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.