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 | — | — | Unknown | — | |
| 2022 | — | — | — | 49 | Fragile | Recovery | |
| 2019 | — | — | — | 45 | Fragile | Recovery | |
| 2018 | — | — | — | 36 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Thayer Tutt | Board President | — | ||
| Deb Mahan | Board President | — | ||
| Pamela Shockley-Zalabak | Board President | — | ||
| Susan Edmondson | Secretary | — | ||
| Julianna Bond | Treasurer | — | ||
| Bruce Kopper | Treasurer | — | ||
| Rob Brasch | Treasurer | — | ||
| Bill Cosper | Board Member | — | ||
| Frank DeLay | Board Member | — | ||
| Mary Osborne | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Nathan Newbrough | Executive Director | 101.5% of Rev | ||
| Thayer Tutt | Board President | — | ||
| Susan Edmondson | Board President | — | ||
| Mary Osborne | Chairman Emeritus | — | ||
| Ron Brasch | Treasurer | — | ||
| Bruce Kopper | Board Member | — | ||
| Bob Allen Street | Board Member | — | ||
| Pamela Shockley-Zalabak | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Thayer Tutt Jr | Board President | — | ||
| Susan Edmondson | Secretary | — | ||
| Bruce Kopper | Treasurer | — | ||
| Ron Brasch | Board Member | — | ||
| Mary Osborne | Board Member | — | ||
| Bob Allen Street | Board Member | — | ||
| Pamela Shockley-Zalabak | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 10 other orgs in CO with NTEE prefix A1.
Most-divergent component: financial score sits 19 points above the peer median (60 vs. 41).
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
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.