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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 35.1% | 22 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 34.2% | 22 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 18.2% | 35 | Financially Distressed | Stable Watch | |
| 2020 | — | — | 16.7% | 35 | Financially Distressed | Recovery | |
| 2019 | — | — | 18.5% | 25 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 15.1% | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 10.7% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 18.1% | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIDEE SLATER | Artistic Director | 17.5% of Rev | ||
| LELA OLSON | Board Member | 17.5% of Rev | ||
| JEFFREY PROTTAS | Board President | — | ||
| ELI ARONSON | Treasurer | — | ||
| LINH GILLES | Board Member | — | ||
| JANESSA PRAWER | Board Member | — | ||
| ALLI ST JOHN | Board Member | — | ||
| ANN JOHNSON STEWART | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Charlie Leanard | Artistic Director | 15.8% of Rev | ||
| Dana Carlson | Board President | — | ||
| Drew Page | Board President | — | ||
| Dave Hoover | Treasurer | — | ||
| Armando Mojica | Secretary | — | ||
| Jen Biggs | Board Member | — | ||
| Jolene Noelle | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Charlie Leanard | Artistic Director | 15.8% of Rev | ||
| Dana Carlson | Board President | — | ||
| Jen Biggs | Board President | — | ||
| Dave Hoover | Treasurer | — | ||
| Robyn Ruark | Secretary | — | ||
| Jodi Danovsky | Board Member | — | ||
| Norah Bluvshtein | Board Member | — | ||
| Brennen Ohlemann | Board Member | — | ||
| Drew Page | Board Member | — | ||
| Rebecca Skelton | Board Member | — | ||
| Liz Ward | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Charlie Leanard | Artistic Director | 18.5% of Rev | ||
| Dana Carlson | Board President | — | ||
| Jen Biggs | Board President | — | ||
| Dave Hoover | Treasurer | — | ||
| Robyn Ruark | Secretary | — | ||
| Jodi Danovsky | Board Member | — | ||
| Norah Olson Bluvshtein | Board Member | — | ||
| Katie Sale | Board Member | — | ||
| Elizabeth Ward | Board Member | — | ||
| Rebecca Skelton | Board Member | — | ||
| Wendy Olson | Board Member | — | ||
| Ami Tix | Board Member | — | ||
| Brennen Ohlemann | Board Member | — | ||
| Drew Page | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 174 other orgs in MN 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 35.1% 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 35.1% to under 22% of revenue — would move governance score by ~26 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.