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
31
Score
Governance
45
Score
Financial
0
Score
Program
60
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 | — | |
| 2023 | — | — | 15.2% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 6.7% | 50 | Fragile | Stable Watch | |
| 2020 | — | — | 5.3% | 50 | Fragile | Recovery | |
| 2019 | — | — | 10.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 48 | Fragile | Recovery | |
| 2017 | — | — | — | 44 | Fragile | Recovery | |
| 2016 | — | — | 7.0% | 42 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 46 | Fragile | Recovery | |
| 2014 | — | — | 6.9% | 46 | Fragile | Decline Risk | |
| 2013 | — | — | 4.2% | 49 | Fragile | Recovery | |
| 2012 | — | — | 13.3% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RAMON TEBAR | Artistic Director | 16.9% of Rev | ||
| MELANIE KALNINS | EXEUCTIVE DI | 3.4% of Rev | ||
| BRONWEN ADAMS | CO-CHAIRMAN | — | ||
| DR KRZYSZTOF BIERNACKI | Board Member | — | ||
| JANICE BURRUS | Board Member | — | ||
| MOIRA FENNESSEY | Board Member | — | ||
| LIVIO FERRARI | Board Member | — | ||
| SALLY GLEASON | Board Member | — | ||
| GERALD GOLDBERG | Board Member | — | ||
| ELIZABETH HARRINGTON | Board Member | — | ||
| ERIC KALNINS | Board Member | — | ||
| JAN KANTOR | Board Member | — | ||
| LINDA KEHOE | Secretary | — | ||
| SUSAN MULLIN | Board Member | — | ||
| KATHLEEN FIELD ORR | Board Member | — | ||
| LARRY OST | CHAIRMAN OF | — | ||
| JOHN PEPE | Treasurer | — | ||
| MELODY SAWYER-RICHARDSON | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SONDRA QUINN | Executive Director | 7.9% of Rev | ||
| WENDY NEEDHAM | Treasurer | — | ||
| LARRY OST | CHAIRMAN | — | ||
| JOHN PEPE | Board Member | — | ||
| LINDA KEHOE | Secretary | — | ||
| DR KRZYSZTOF BIERNACKI | Board Member | — | ||
| MOIRA FENNESSEY | Board Member | — | ||
| LIVIO FERRARI | Board Member | — | ||
| SALLY GLEASON | Board Member | — | ||
| JERRY GOLDBERG | Board Member | — | ||
| PATRICK MORAN | Board Member | — | ||
| BRIAN DORN | Board Member | — | ||
| CARL SCEUSA | Board Member | — | ||
| SUSAN MULLIN SCOTT | Board Member | — | ||
| BRONWEN ADAMS | Board Member | — | ||
| JAN BURRUS | Board Member | — | ||
| BRENO DONATTI | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SONDRA QUINN | Executive Director | 8.3% of Rev | ||
| WENDY NEEDHAM | BOARD CHAIRWOMAN | — | ||
| JOHN PEPE | Treasurer | — | ||
| LINDA KEHOE | Secretary | — | ||
| JAN BURRUS | Board Member | — | ||
| DR KRZYSZTOF BIERNACKI | Board Member | — | ||
| MOIRA FENNESSEY | Board Member | — | ||
| LIVIO FERRARI | Board Member | — | ||
| SALLY GLEASON | Board Member | — | ||
| JERRY GOLDBERG | Board Member | — | ||
| PATRICK MORAN | Board Member | — | ||
| BRIAN DORN | Board Member | — | ||
| LARRY OST | Board Member | — | ||
| SUSAN MULLIN SCOTT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TIMOTHY SIMMONS | Executive Director | 12.0% of Rev | ||
| WENDY NEEDHAM | Board President | — | ||
| JOHN PEPE | Treasurer | — | ||
| LINDA KEHOE | Secretary | — | ||
| JAN BURRUS | Board Member | — | ||
| BILL EDGERTON | Board Member | — | ||
| MOIRA FENNESSEY | Board Member | — | ||
| LIVIO FERRARI | Board Member | — | ||
| SALLY GLEASON | Board Member | — | ||
| JERRY GOLDBERG | Board Member | — | ||
| PATRICK MORAN | Board Member | — | ||
| CHARLEY NEVARIL | Board Member | — | ||
| LARRY OST | Board Member | — | ||
| SUSAN MULLIN SCOTT | Board Member | — | ||
| DAVE SLOBODIEN | Board Member | — | ||
| SHARON TREISER | Board Member | — | ||
| KARL WYSS | 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
0 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
31 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 244 other orgs in FL with NTEE prefix A6.
Most-divergent component: financial score sits 30 points below the peer median (0 vs. 30).
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 15.2% 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.