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 | — | — | 26.5% | 13 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 9.5% | 24 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 32.9% | 33 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 230.1% | 41 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | — | 59 | Fragile | Decline Risk | |
| 2018 | — | — | — | 47 | Fragile | Recovery | |
| 2017 | — | — | 10.2% | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 9.8% | 36 | Financially Distressed | Recovery | |
| 2015 | — | — | 65.6% | 21 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 24.1% | 37 | Fragile | Recovery | |
| 2013 | — | — | 49.5% | 29 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 84.6% | 24 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 17.6% | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WHIT MACLAUGHLIN | Artistic Director | 26.5% of Rev | ||
| ELISA FEOLA | Board Member | — | ||
| KRISTEN CHUN | Board President | — | ||
| KATY OTTO | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WHIT MACLAUGHLIN | Artistic Director | 68.6% of Rev | ||
| WHIT MACLAUGHLIN | Artistic Director | 57.2% of Rev | ||
| ELISA FEOLA | Board Member | — | ||
| SARA HIRSCHLER | Board Member | — | ||
| MATT SAUNDERS | Board Member | — | ||
| KRISTEN CHUN | Board President | — | ||
| DIANE LOBELLE | Treasurer | — | ||
| KATY OTTO | Secretary | — | ||
| ELISA FEOLA | Board Member | — | ||
| SARA HIRSCHLER | Board Member | — | ||
| MATT SAUNDERS | Board Member | — | ||
| KRISTEN CHUN | Board President | — | ||
| DIANE LOBELLE | Treasurer | — | ||
| KATY OTTO | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WHIT MACLAUGHLIN | Artistic Director | 53.4% of Rev | ||
| KRISTEN CHUN | Board President | — | ||
| DIANE LOBELLE | Board Member | — | ||
| ELISA FEOLA | Board Member | — | ||
| SARA HIRSCHLER | Board Member | — | ||
| KATY OTTO | Board Member | — |
Score breakdown
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: financial score sits 38 points below the peer median (0 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 26.5% 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.