Acute Resource Divergence
What does this mean?
Revenue is contracting significantly, but executive compensation percentage is rising. The organization is refusing to adjust its administrative overhead to match its new economic reality.
The Path Forward
The Realignment
Forces immediate balancing of administrative bloat against actual programmatic output. It demands that every dollar extracted for overhead be justified by community impact.
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 | — | — | 12.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 9.8% | 40 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 9.8% | 54 | Fragile | Recovery | |
| 2020 | — | — | 9.0% | 50 | Fragile | Recovery | |
| 2019 | — | — | 8.3% | 44 | Fragile | Recovery | |
| 2018 | — | — | 11.2% | 42 | Fragile | Stable Watch | |
| 2017 | — | — | 10.3% | 42 | Fragile | Recovery | |
| 2016 | — | — | 20.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 15.0% | 37 | Fragile | Recovery | |
| 2014 | — | — | 20.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 16.2% | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 22.8% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| David Herskovits | Artistic Director | 13.4% of Rev | ||
| Purva Bedi | Secretary | — | ||
| Melody Cooper | Board Member | — | ||
| Kate Levin | Board President | — | ||
| Raymond Lohier | Board Member | — | ||
| Greig Sargeant | Board Member | — | ||
| Eric Sloan | Secretary | — | ||
| Adam Weinstein | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID HERSKOVITS | Artistic Director | 12.5% of Rev | ||
| KATHERINE LEVIN | Board President | — | ||
| PURVA BEDI | Secretary | — | ||
| ADAM WEINSTEIN | Treasurer | — | ||
| ERIC SLOAN | Board Member | — | ||
| DILEEP MURTHY | Board Member | — | ||
| MELODY COOPER | Board Member | — | ||
| RAY LOHIER | Board Member | — | ||
| GREIG SARGEANT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID HERSKOVITS | Artistic Director | 11.3% of Rev | ||
| KATHERINE LEVIN | Board President | — | ||
| PURVA BEDI | Secretary | — | ||
| ADAM WEINSTEIN | Treasurer | — | ||
| ERIC SLOAN | Board Member | — | ||
| HILARY ALGER | Board Member | — | ||
| DILEEP MURPHY | Board Member | — | ||
| MELODY COOPER | Board Member | — | ||
| RAY LOHIER | Board Member | — | ||
| GREIG SARGEANT | Board Member | — | ||
| REZINA SIDDIGUE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID HERSKOVITS | Artistic Director | 10.9% of Rev | ||
| KATHERINE LEVIN | Board President | — | ||
| ERIC SLOAN | Secretary | — | ||
| ADAM WEINSTEIN | Treasurer | — | ||
| AMY WILSON | Board Member | — | ||
| HILARY ALGER | Board Member | — | ||
| PURVA BEDI | Board Member | — | ||
| MELODY COOPER | Board Member | — | ||
| RAY LOHIER | Board Member | — | ||
| GREIG SARGEANT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID HERSKOVITS | Artistic Director | 10.9% of Rev | ||
| KATHERINE LEVIN | Board President | — | ||
| HILARY ALGER | Secretary | — | ||
| ADAM WEINSTEIN | Treasurer | — | ||
| CLARK ANDERSON | Board Member | — | ||
| ERIC SLOAN | Board Member | — | ||
| AMY WILSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
5-year trend: Acute Resource Divergence
Revenue is contracting significantly, but executive compensation percentage is rising. The organization is refusing to adjust its administrative overhead to match its new economic reality.
What's driving this score
- Comp-to-revenue ratio of 12.5% sits within the sector's healthy band (18–22%).
- 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).
Improving governance is a board decision. These are the levers.