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 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 10.8% | 25 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 23.7% | 24 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 37.2% | 25 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 23.6% | 37 | Fragile | Recovery | |
| 2018 | — | — | 21.6% | 35 | Fragile | Gov Risk | |
| 2017 | — | — | 32.7% | 32 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 19.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 39 | Fragile | Stable Watch | |
| 2014 | — | — | — | 35 | Fragile | Stable Watch | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 19 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| L KELLY LYLES | Board Member | — | ||
| PETER BILL | Board President | — | ||
| XAVIER LOPEZ JR | Board President | — | ||
| ALEX SANDVOSS | Secretary | — | ||
| DAVID FRANCIS | Board Member | — | ||
| RAY FREEMAN | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID HARMON | Board Member | — | ||
| SUZANNE WALKER | Board Member | — | ||
| SONG PAK | Board Member | — | ||
| STAR HANG NGA RUSH | Board Member | — | ||
| MARY GANSALLO | Board Member | — | ||
| ARCHIS GORE | Board Member | — | ||
| EDDIE REED | Board Member | — | ||
| JOE BISACCA | Board Member | — | ||
| JOY TURNER | Board Member | — | ||
| JOEL CAZARES | Board Member | — | ||
| STEPHANIE BACA DELANCY | Board President | — | ||
| NICK RIESLAND | Secretary | — | ||
| JUDITH RAYL | Board President | — | ||
| WILLIAM PICKARD | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROYAL ALLEY-BARNES | Board Member | 58.7% of Rev | ||
| ISHI MALIK | Board Member | — | ||
| DEVON CHAN | Board Member | — | ||
| ARCHIS GORE | Board Member | — | ||
| DAVID HARMON | Board Member | — | ||
| MARY GANSALLO | Board Member | — | ||
| BILL PICKARD | Treasurer | — | ||
| SONG PAK | Board Member | — | ||
| JOY TURNER | Board Member | — | ||
| JOE BISACCA | Board Member | — | ||
| JOSEPH ROBERTS | Board Member | — | ||
| SARA EVERETT | Board Member | — | ||
| KAYLEIGH WOLD | Board Member | — | ||
| JOEL CAZARES | Secretary | — | ||
| JUDITH RAYL | Board President | — | ||
| EDDIE REED | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 90 other orgs in WA with NTEE prefix A5.
Most-divergent component: financial score sits 60 points below the peer median (15 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.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Two consecutive years of deficit spending.
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
- 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.