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
30
Score
Governance
42
Score
Financial
5
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 25.2% | 30 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 36.1% | 28 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 19.7% | 42 | Fragile | Recovery | |
| 2020 | — | — | 33.6% | 29 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 25.4% | 22 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 24.1% | 24 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 25.2% | 26 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 16.6% | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Rachel Manheimer | Production Manager | 4.3% of Rev | ||
| Michelle Hanzelova | Graphic Artist | 4.3% of Rev | ||
| Scott Sheldon | Adminstrator | 3.9% of Rev | ||
| Judith Borne | Publicist | 2.1% of Rev | ||
| Justin Okin | Executive Director | 1.8% of Rev | ||
| John Perrin Flynn | Executive Director | 1.8% of Rev | ||
| Guillermo Cienfuegos | Artistic Director | 1.6% of Rev | ||
| Stephanie Kerley Schwartz | Secretary | 0.2% of Rev | ||
| Elina De Santos | Artistic Director | 0.2% of Rev | ||
| Perla Karney | Board Member | — | ||
| Paula Holt | Board Member | — | ||
| John Pollono | Board Member | — | ||
| Ginna Carter | Board Member | — | ||
| Jonathan Meyers | Board Member | — | ||
| Lex Conboy | Board Member | — | ||
| Yiyi Huang | Board Member | — | ||
| Neely Swanson | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Rachel Manheimer | Production Manager | 4.2% of Rev | ||
| Scott Sheldon | Aminstrator | 3.9% of Rev | ||
| Amanda Bierbauer | Graphic Artist | 3.8% of Rev | ||
| David Mauer | Board Member | 3.3% of Rev | ||
| John Perrin Flynn | Executive Director | 2.7% of Rev | ||
| Judith Borne | Publicist | 1.7% of Rev | ||
| Dane Bowman | Board Member | 0.5% of Rev | ||
| Joe McClean | Board Member | 0.5% of Rev | ||
| Elina De Santos | Artistic Director | 0.3% of Rev | ||
| Guillermo Cienfuegos | Artistic Director | 0.3% of Rev | ||
| Stephanie Kerley Schwartz | Secretary | 0.2% of Rev | ||
| Perla Karney | Board Member | — | ||
| Asaad Kelada | Board Member | — | ||
| Paula Holt | Board Member | — | ||
| Neely Swanson | Board President | — | ||
| John Pollono | Board Member | — | ||
| Ginna Carter | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Amanda Bierbauer | Production Manager | 0.8% of Rev | ||
| David Mauer | Board Member | 0.8% of Rev | ||
| Judith Borne | Publicist | 0.7% of Rev | ||
| Rachel Manheimer | Production Manager | 0.5% of Rev | ||
| Scott Sheldon | Aminstrator | 0.5% of Rev | ||
| Stephanie Kerley Schwartz | Board Member | 0.5% of Rev | ||
| Elina De Santos | Artistic Director | 0.2% of Rev | ||
| Perla Karney | Board Member | — | ||
| Asaad Kelada | Board Member | — | ||
| Paula Holt | Board Member | — | ||
| John Perrin Flynn | Executive Director | — | ||
| Neely Swanson | Vice President | — | ||
| Bob Pinzler | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Amanda Bierbauer | Production Manager | 2.4% of Rev | ||
| Michelle Hanzelova | Graphic Artist IT | 2.0% of Rev | ||
| David Mauer | Board Member | 1.7% of Rev | ||
| Amy-Helene Carson | Administration | 0.8% of Rev | ||
| Judith Borne | Publicist | 0.3% of Rev | ||
| Stephanie Kerley Schwartz | Board Member | — | ||
| Perla Karney | Board Member | — | ||
| Asaad Kelada | Board Member | — | ||
| Paula Holt | Board Member | — | ||
| John Perrin Flynn | Executive Director | — | ||
| Neely Swanson | Vice President | — | ||
| Bob Pinzler | Board President | — | ||
| Elina De Santos | Artistic Director | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
30 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 829 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
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 25.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.