Acute Resource Divergence
Acute Resource Divergence
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Realignment
Institutional Health Scores
5-yr trend: Acute Resource Divergence ↓
Overall
38
Score
Governance
50
Score
Financial
15
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Resource Divergence
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 14.3% | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 52 | Fragile | Stable Watch | |
| 2021 | — | — | 4.5% | 55 | Fragile | Recovery | |
| 2020 | — | — | 6.0% | 40 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 6.2% | 44 | Fragile | Recovery | |
| 2018 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2017 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 48 | Fragile | Stable Watch | |
| 2014 | — | — | — | 48 | Fragile | Recovery | |
| 2013 | — | — | — | 42 | Fragile | Stable Watch | |
| 2012 | — | — | 6.1% | 44 | Fragile | Recovery | |
| 2011 | — | — | 22.9% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MYDERA TALIAH ROBINSON | EXECUTIVE DI | 5.9% of Rev | ||
| MATTHEW DECKER | Board Member | 2.3% of Rev | ||
| AMANDA MORTON | Board Member | 0.7% of Rev | ||
| JOSHUA TOTORA | Treasurer | 0.3% of Rev | ||
| GAIL FISHMAN | VICE PRESIDE | — | ||
| KATE CASEY | Treasurer | — | ||
| CHAD ERIC SMITH | Board President | — | ||
| OLIVIA BRADY | Board Member | — | ||
| ZANDRA MAFFETT | Board Member | — | ||
| DIANE REILLY | Board Member | — | ||
| LAURA PRATT | Board Member | — | ||
| HAKIM JONES | Board Member | — | ||
| CHRISTINA FRYMAN | Secretary | — | ||
| BRENT WOODS | Board Member | — | ||
| MAKU WARRAKAH ALI | Board Member | — | ||
| HANNAH FENLON | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NELL BANG-JENSEN | Artistic Director | 7.1% of Rev | ||
| SHELBY NORTH | PRODUCING DI | 6.3% of Rev | ||
| MATTHEW DECKER | Board Member | 0.5% of Rev | ||
| AMANDA MORTON | Board Member | 0.5% of Rev | ||
| KRISTIN MIDHA | Board President | — | ||
| GAIL FISHMAN | VICE PRESIDE | — | ||
| KATE CASEY | Treasurer | — | ||
| CHAD ERIC SMITH | Board Member | — | ||
| OLIVIA BRADY | Board Member | — | ||
| LINDA LIPSCOMB | Board Member | — | ||
| ZANDRA MAFFETT | Board Member | — | ||
| DIANE REILLY | Board Member | — | ||
| JEFF SMITH | Board Member | — | ||
| LAURA PRATT | Board Member | — | ||
| HAKIM JONES | Board Member | — | ||
| CHRISTINA FRYMAN | Board Member | — | ||
| BRENT WOODS | Board Member | — | ||
| MAKU WARRAKAH ALI | Board Member | — | ||
| MARTEL NEVILLE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NELL BANG-JENSEN | Artistic Director | 5.7% of Rev | ||
| KRISTIN MIDHA | Board President | — | ||
| GAIL FISHMAN | Board President | — | ||
| ROBERT VOGEL | Treasurer | — | ||
| RUTH ROSENBLATT | Secretary | — | ||
| OLIVIA BRADY | Board Member | — | ||
| MATTHEW DECKER | Board Member | — | ||
| LINDA LIPSCOMB | Board Member | — | ||
| ZANDRA MAFFETT | Board Member | — | ||
| KATE CASEY | Board Member | — | ||
| AMANDA MORTON | Board Member | — | ||
| LAURA PRATT | Board Member | — | ||
| DIANE REILLY | Board Member | — | ||
| LEE REILLY | Board Member | — | ||
| JEFF SMITH | Board Member | — | ||
| HAKIM JONES | Board Member | — | ||
| ANDREA WIKERD | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NELL BANG-JENSEN | Artistic Director | 5.3% of Rev | ||
| TERESA WALLACE | Board President | — | ||
| GAIL FISHMAN | Board President | — | ||
| KRISTIN MIDHA | Treasurer | — | ||
| RUTH ROSENBLATT | Secretary | — | ||
| OLIVIA BRADY | Board Member | — | ||
| MATTHEW DECKER | Board Member | — | ||
| LINDA LIPSCOMB | Board Member | — | ||
| ZANDRA MAFFETT | Board Member | — | ||
| CHRISTINA MAZZELLA | Board Member | — | ||
| AMANDA MORTON | Board Member | — | ||
| LAURA PRATT | Board Member | — | ||
| DIANE REILLY | Board Member | — | ||
| LEE REILLY | Board Member | — | ||
| JEFF SMITH | Board Member | — | ||
| ROBERT VOGEL | Board Member | — | ||
| ANDREA WIKERD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIN REILLY | Artistic Director | 4.9% of Rev | ||
| NELL BANG-JENSEN | Artistic Director | 1.3% of Rev | ||
| MATTHEW DECKER | Board Member | 0.3% of Rev | ||
| TERESA WALLACE | Board President | — | ||
| GAIL FISHMAN | Board President | — | ||
| KRISTIN MIDHA | Treasurer | — | ||
| RUTH ROSENBLATT | Secretary | — | ||
| OLIVIA BRADY | Board Member | — | ||
| LINDA LIPSCOMB | Board Member | — | ||
| ZANDRA MAFFETT | Board Member | — | ||
| DIANE REILLY | Board Member | — | ||
| LEE REILLY | Board Member | — | ||
| JAMES SCHNEIDER | Board Member | — | ||
| JEFF SMITH | Board Member | — | ||
| ROBERT VOGEL | Board Member | — | ||
| ANDREA WIKERD | Board Member | — | ||
| LAURA PRATT | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
38 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 295 other orgs in PA with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 vs. 32).
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 14.3% 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.