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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 42 | Fragile | Decline Risk | |
| 2022 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 14.5% | 37 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 7.2% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | 4.6% | 38 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 21.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 13.8% | 38 | Fragile | Recovery | |
| 2015 | — | — | 23.2% | 22 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 16.9% | 28 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 20.5% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 15.3% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRANDI REYNOLDS | Board Member | — | ||
| KATE MEROLO | Board Member | — | ||
| TRACEY MONROE | Board Member | — | ||
| CHALESE HERALDSEN | Treasurer | — | ||
| REIMAR MIRANDA | Secretary | — | ||
| WALTER LINDSAY | Treasurer | — | ||
| RYAN STEVENS | Board President | — | ||
| CHERYL MCNEILL | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WENDY COHEN | Board Member | — | ||
| JOHN KRONIK | Board Member | — | ||
| TRACEY MONROE | Board Member | — | ||
| WALTER LINDSAY | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WENDY COHEN | Executive Director | 43.6% of Rev | ||
| JOHN KRONIK | Board Member | — | ||
| LINDA TRAVIS | Board Member | — | ||
| LESLIE HENDIRCKS | Board Member | — | ||
| TRACEY MONROE | Board Member | — | ||
| KATHERINE LUCID | Board President | — | ||
| AARON THOMAS | Treasurer | — | ||
| WALTER LINDSAY | Board President | — | ||
| ANDREW ELLIS | Board President | — | ||
| TRACY ROTH | Treasurer | — | ||
| SALLY CLIFFORD | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 148 other orgs in AZ with NTEE prefix A6.
Most-divergent component: program score sits 27 points below the peer median (5 vs. 32).
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
- 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.