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 | — | |
| 2023 | Hidden | Hidden | — | 57 | Fragile | Stable Watch | |
| 2022 | — | — | 8.7% | 59 | Fragile | Recovery | |
| 2021 | — | — | 6.8% | 46 | Fragile | Recovery | |
| 2020 | — | — | — | 51 | Fragile | Recovery | |
| 2019 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 51 | Fragile | Stable Watch | |
| 2017 | — | — | — | 51 | Fragile | Decline Risk | |
| 2016 | — | — | — | 55 | Fragile | Recovery | |
| 2015 | — | — | — | 47 | Fragile | Stable Watch | |
| 2014 | — | — | — | 43 | Fragile | Decline Risk | |
| 2013 | — | — | — | 51 | Fragile | Recovery | |
| 2012 | — | — | — | 47 | Fragile | Recovery | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PILO MIRANDA-TROUP | Board President | 7.3% of Rev | ||
| SHANNON STRICKER | Treasurer | 0.9% of Rev | ||
| ERIN BUTTERBAUGH | Secretary | 0.6% of Rev | ||
| ANGELA BRYAN | Board President | 0.5% of Rev | ||
| SANTIAGO MIRANDA | Board Member | — | ||
| LEAH NIXON | Board President | — | ||
| CINDY OURY | Board Member | — | ||
| CAITLIN WOOLUMS | Board President | — | ||
| CYNTHIA TROUP | Artistic Director | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CYNTHIA TROUP | Artistic Director | 7.3% of Rev | ||
| ANGELA BRYAN | Board President | 1.3% of Rev | ||
| SHANNON STRICKER | Treasurer | 0.7% of Rev | ||
| ERIN BUTTERBAUGH | Secretary | 0.5% of Rev | ||
| SANTIAGO MIRANDA | Board Member | — | ||
| LEAH NIXON | Board President | — | ||
| CINDY OURY | Board Member | — | ||
| CAITLIN WOOLUMS | Board President | — | ||
| PILO MIRANDA-TROUP | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CYNTHIA TROUP | Artistic Director | 7.3% of Rev | ||
| ERIN BUTTERBAUGH | Secretary | 0.9% of Rev | ||
| SHANNON STRICKER | Treasurer | 0.9% of Rev | ||
| SANTIAGO MIRANDA | Board Member | — | ||
| LEAH NIXON | Board President | — | ||
| CINDY OURY | Board Member | — | ||
| CAITLIN WOOLUMS | Board President | — | ||
| ANGELA BRYAN | Board President | — | ||
| PILO MIRANDA-TROUP | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Cynthia Troup | Executive Director | 7.3% of Rev | ||
| Monica Mayhak | Financial Manager | 3.1% of Rev | ||
| Bethany Farmer | Board Member | 1.1% of Rev | ||
| Erin Buterbaugh | Board Member | 0.6% of Rev | ||
| Leah Nixon | Board Member | 0.6% of Rev | ||
| Santiago Miranda | Board Member | — | ||
| Cindy Oury | Board Member | — | ||
| Shannon Stricker | Board Member | — | ||
| Caitlin Woolums | Board Member | — | ||
| Angela Bryan | Board Member | — | ||
| Pilo Miranda-Troup | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 8 other orgs in CO with NTEE prefix A9.
Most-divergent component: financial score sits 47 points above the peer median (80 vs. 33).
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
- 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.