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 | 41.9% | 28 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 39 | Fragile | Recovery | |
| 2020 | — | — | 18.5% | 45 | Fragile | Decline Risk | |
| 2019 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Deadria Harrington | Board President | 30.6% of Rev | ||
| Eric Lockley | Treasurer | 13.7% of Rev | ||
| Lisa Cleff Kurtz | Board Member | — | ||
| Jodie Gerard | Board Member | — | ||
| Harrison David Rivers | Board Member | — | ||
| William Zichawo | Board Member | — | ||
| Karen L Hsueh | Board Member | — | ||
| David Mendizabal | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Deadria Harrington | Board President | 16.3% of Rev | ||
| Eric Lockley | Treasurer | 6.9% of Rev | ||
| David Mendizabal | Board Member | 6.8% of Rev | ||
| Taylor Reynolds | Secretary | 6.2% of Rev | ||
| Clint Ramos | Board Member | — | ||
| Jodie Gerard | Board Member | — | ||
| Harrison David Rivers | Board Member | — | ||
| William Zichawo | Board Member | — | ||
| Melissa Sandor | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEADRIA HARRINGTON | Artistic Director | 5.4% of Rev | ||
| DAVID MENDIZABAL | Artistic Director | 1.9% of Rev | ||
| TAYLOR REYNOLDS | Artistic Director | 1.8% of Rev | ||
| ERIC LOCKLEY | Artistic Director | 1.7% of Rev | ||
| RYAN DOBRIN | Artistic Director | 1.6% of Rev | ||
| CLINT RAMOS | Board Member | — | ||
| HARRISON RIVERS | Board Member | — | ||
| JODIE GERARD | Board Member | — | ||
| WILLIAM ZICHAWO | Board Member | — | ||
| MELISSA SANDOR | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 26 points below the peer median (5 vs. 31).
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 41.9% is well above the sector's 90th percentile (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 41.9% 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.