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 | — | — | 54.1% | 31 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 26.7% | 42 | Governance-Stressed | Recovery | |
| 2019 | — | — | 21.9% | 39 | Fragile | Decline Risk | |
| 2018 | — | — | — | 47 | Fragile | Recovery | |
| 2017 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Recovery | |
| 2014 | — | — | — | 43 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EMILY MARRIN | Executive Director | 33.8% of Rev | ||
| HILARY MORTON | Artistic Director | 20.4% of Rev | ||
| ULI SCHNEIDER | Board President | — | ||
| MARJIE SIEGFRIED-STUBER | Board President | — | ||
| MARIA DOEDTMAN | Treasurer | — | ||
| JOAN MAXWELL | Secretary | — | ||
| KRISTIN RAVEN | Board Member | — | ||
| kRIS UHLER | Board Member | — | ||
| PAYTON KELLY | Board Member | — | ||
| BRIANNE ROBERSON | Board Member | — | ||
| TRACY PRINCE | Board Member | — | ||
| LUKE ROBERTS | Board Member | — | ||
| TIMOTHY STUBER | Board Member | — | ||
| TRACY PRINCE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CYNTHIA SHEPPARD | Artistic Director | 20.1% of Rev | ||
| EMILY MARRIN | Executive Director | 15.0% of Rev | ||
| ULI SCHNEIDER | Board President | — | ||
| MARJIE SIEFGRIED STUBER | Board President | — | ||
| MAGGIE DOEDTMAN | Treasurer | — | ||
| KRISTIN RAVEN | Board Member | — | ||
| JOAN MAXWELL | Board Member | — | ||
| ANN LINNAN SMITH | CHORUS MANAGER | — | ||
| PAYTON KELLY | Board Member | — | ||
| TRACY PRINCE | Board Member | — | ||
| TIM STUBER | Board Member | — | ||
| MISSY LAWSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CYNTHIA SHEPPARD | Board Member | 20.1% of Rev | ||
| EMILY MARRIN | Executive Director | 11.5% of Rev | ||
| ULI SCHNEIDER | Board President | — | ||
| MARJIE SIEFGRIED STUBER | Board President | — | ||
| MAGGIE DOEDTMAN | Treasurer | — | ||
| KRISTIN RAVEN | Board Member | — | ||
| JOAN MAXWELL | Board Member | — | ||
| ANN LINNAN SMITH | CHORUS MANAGER | — | ||
| PAYTON KELLY | Board Member | — | ||
| TRACY PRINCE | Board Member | — | ||
| TIM STUBER | Board Member | — | ||
| MISSY LAWSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 104 other orgs in MO with NTEE prefix A6.
Most-divergent component: program score sits 15 points below the peer median (15 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 54.1% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 54.1% to under 22% of revenue — would move governance score by ~40 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.