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 | 31.2% | 27 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | — | 36 | Fragile | Recovery | |
| 2022 | — | — | 27.4% | 39 | Governance-Stressed | Recovery | |
| 2021 | — | — | 28.4% | 38 | Governance-Stressed | Recovery | |
| 2020 | — | — | 13.3% | 37 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 23 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Hogue | Board Member | 17.1% of Rev | ||
| Donald R Meineke | Artistic Director | 14.0% of Rev | ||
| Michael Meloy | Board President | — | ||
| Margaret Dowling | Treasurer | — | ||
| Theodore G Cheek | Secretary | — | ||
| Eli Anders | Board Member | — | ||
| Julianne Baird | Board Member | — | ||
| Judd Serotta | Board Member | — | ||
| Maggie Barnette | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Hogue | Board Member | 17.1% of Rev | ||
| MATTHEW GLANDORF | Artistic Director | 14.0% of Rev | ||
| Matthew Glandorf | Artistic Director | 9.4% of Rev | ||
| MICHAEL HOGUE | Board Member | 8.6% of Rev | ||
| Michael Meloy | Board President | — | ||
| Margaret Dowling | Treasurer | — | ||
| Theodore G Cheek | Secretary | — | ||
| Eli Anders | Board Member | — | ||
| Kenneth Levy | Board Member | — | ||
| Judd Serotta | Board Member | — | ||
| MICHAEL MELOY ESQ | Board President | — | ||
| GWYNNE GRASBERGER | Board President | — | ||
| MARGARET DOWLING | Treasurer | — | ||
| THEODORE CHEEK | Secretary | — | ||
| JUDD SEROTTA ESQ | Board Member | — | ||
| ELI ANDERS PHD | Board Member | — | ||
| KEN LEVY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MATTHEW GLANDORF | Artistic Director | 7.3% of Rev | ||
| DENISE KAPLAN | Board Member | 5.5% of Rev | ||
| GWYNNE GRASBERGER | Board President | — | ||
| STEVEN RALSTON | Treasurer | — | ||
| MARGARET DOWLING | Treasurer | — | ||
| THEODORE CHEEK | Secretary | — | ||
| MICHAEL MELOY | Board Member | — | ||
| LESLIE SULLIVAN | Board Member | — | ||
| JUDD SEROTTA | Board Member | — | ||
| ELI ANDERS | Board Member | — | ||
| KEN LEVY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 296 other orgs in PA with NTEE prefix A6.
Most-divergent component: financial score sits 13 points below the peer median (25 vs. 38).
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 31.2% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 31.2% to under 22% of revenue — would move governance score by ~18 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.