Acute Resource Divergence
Acute Resource Divergence
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
Acute Resource Divergence
"Provides a state-of-the-art, inclusive performance and learning center for Downriver youth to experience various artistic areas, while offering exceptional entertainment for the entire community."
— Statement of Program Service Accomplishments
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
28
Score
Governance
45
Score
Financial
15
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | 16.9% | 28 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 7.4% | 46 | Fragile | Decline Risk | |
| 2021 | — | — | 9.3% | 43 | Fragile | Recovery | |
| 2020 | — | — | 3.7% | 38 | Financially Distressed | Recovery | |
| 2019 | — | — | 3.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 6.3% | 44 | Fragile | Recovery | |
| 2017 | — | — | 7.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 2.7% | 38 | Financially Distressed | Recovery | |
| 2015 | — | — | 6.5% | 28 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 5.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 4.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 4.9% | 42 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ZALESKI | Board Member | 7.9% of Rev | ||
| PATRICK YAEGER | Board Member | 6.3% of Rev | ||
| AUDRA BAAS | Board Member | 2.0% of Rev | ||
| KAREN RUTKOWSKI | Board Member | 0.6% of Rev | ||
| NOEL W JACKSON | Board President | — | ||
| BARBARA GRATTON-CLARK | Treasurer | — | ||
| DEBBIE JACKSON | BUSINESS MANAGER/ADMINISTR | — | ||
| KURT SEBALY | Board President | — | ||
| DAVID OVERHOLT | Board Member | — | ||
| MISHELL SCHUTT | Artistic Director | — | ||
| BARBARA RZUCIDLO | Board Member | — | ||
| DAVE RZUCIDLO | Board Member | — | ||
| KAREN CONNOR | Board Member | — | ||
| VICTORIA MORGAN | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ZALESKI | Board Member | 7.2% of Rev | ||
| PATRICK YAEGER | Board Member | 6.8% of Rev | ||
| AUDRA BAAS | Board Member | 2.3% of Rev | ||
| KAREN RUTKOWSKI | Board Member | 0.7% of Rev | ||
| NOEL W JACKSON | Board President | — | ||
| BARBARA GRATTON-CLARK | Treasurer | — | ||
| DEBBIE JACKSON | BUSINESS MANAGER/ADMINISTR | — | ||
| KURT SEBALY | Board President | — | ||
| DAVID OVERHOLT | Board Member | — | ||
| MISHELL SCHUTT | Artistic Director | — | ||
| BARBARA RZUCIDLO | Board Member | — | ||
| DAVE RZUCIDLO | Board Member | — | ||
| KAREN CONNOR | Board Member | — | ||
| VICTORIA MORGAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ZALESKI | Board Member | 4.1% of Rev | ||
| PATRICK YAEGER | Board Member | 1.3% of Rev | ||
| NOEL W JACKSON | Board President | — | ||
| BARBARA GRATTON-CLARK | Treasurer | — | ||
| DEBBIE JACKSON | BUSINESS MANAGER/ADMINISTR | — | ||
| KURT SEBALY | Board President | — | ||
| DAVID OVERHOLT | Board Member | — | ||
| BRIAN CRONAN | Board Member | — | ||
| MISHELL SCHUTT | Artistic Director | — | ||
| BARBARA RZUCIDLO | Board Member | — | ||
| DAVE RZUCIDLO | Board Member | — | ||
| KAREN CONNOR | Board Member | — | ||
| VICTORIA MORGAN | Board Member | — | ||
| WENDY NELSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ZALESKI | Board Member | 3.8% of Rev | ||
| PATRICK YAEGER | Board Member | 1.6% of Rev | ||
| MARY ZALESKI | Board Member | 1.5% of Rev | ||
| PATRICK YAEGER | Board Member | 0.8% of Rev | ||
| NOEL W JACKSON | Board President | — | ||
| BARBARA GRATTON-CLARK | Treasurer | — | ||
| DEBBIE JACKSON | BUSINESS MANAGER/ADMINISTR | — | ||
| KURT SEBALY | Board President | — | ||
| DAVID OVERHOLT | Board Member | — | ||
| BRIAN CRONAN | Board Member | — | ||
| MISHELL SCHUTT | Artistic Director | — | ||
| BARBARA RZUCIDLO | Board Member | — | ||
| DAVE RZUCIDLO | Board Member | — | ||
| KAREN CONNOR | Board Member | — | ||
| VICTORIA MORGAN | Board Member | — | ||
| WENDY NELSON | Board Member | — | ||
| NOEL W JACKSON | Board President | — | ||
| BARBARA GRATTON-CLARK | Treasurer | — | ||
| DEBBIE JACKSON | BUSINESS MANAGER/ADMINISTR | — | ||
| KURT SEBALY | Board President | — | ||
| DAVID OVERHOLT | Board Member | — | ||
| BRIAN CRONAN | Board Member | — | ||
| MISHELL SCHUTT | Artistic Director | — | ||
| BARBARA RZUCIDLO | Board Member | — | ||
| DAVE RZUCIDLO | Board Member | — | ||
| KAREN CONNOR | Board Member | — | ||
| VICTORIA MORGAN | Board Member | — | ||
| WENDY NELSON | 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
45 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
28 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 185 other orgs in MI with NTEE prefix A6.
Most-divergent component: financial score sits 27 points below the peer median (15 vs. 42).
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 16.9% 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:
- 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.