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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 10.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 6.7% | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 5.8% | 44 | Fragile | Recovery | |
| 2021 | — | — | 11.2% | 42 | Fragile | Recovery | |
| 2020 | — | — | 10.0% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 13.2% | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 11.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 11.9% | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MELYNDA BURDETTE WINTROL | Executive Director | 7.7% of Rev | ||
| TAD JANES | PRODUCING DI | 3.0% of Rev | ||
| RONA MENSAH | Secretary | 0.0% of Rev | ||
| TRISH SOUTHWELL | Board President | — | ||
| KATHY YOUNG | Treasurer | — | ||
| LAURA NOLAN | Board President | — | ||
| LORRIE LEE | FUNDRAISING | — | ||
| BILL DENNISON | Board Member | — | ||
| MARTY ERLICHMAN | Board Member | — | ||
| TABETHA WHITE | Board Member | — | ||
| SUZANNE BEAL | Board Member | — | ||
| TJ RIGG | Board Member | — | ||
| KERI HAMMEL | Board Member | — | ||
| MOLLY SPENCE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHRYN VICERE | Executive Director | 8.7% of Rev | ||
| TRISH SOUTHWELL | Board President | — | ||
| ROBIN JONES | VICE PRESIDE | — | ||
| KATHY YOUNG | Treasurer | — | ||
| TAD JANES | Artistic Director | — | ||
| MARTIN ERLICHMAN | Board Member | — | ||
| DENISE ROLLINS PHD | Board Member | — | ||
| CODY WEINBERG | Board Member | — | ||
| TABETHA WHITE | Board Member | — | ||
| CAROL TOPCHIK | Secretary | — | ||
| KATHERINE DUBOIS | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHRYN VICERE | Executive Director | 8.0% of Rev | ||
| SUZANNE BEAL | IMMEDIATE PA | — | ||
| KATHY YOUNG | Board President | — | ||
| TAD JANES | Artistic Director | — | ||
| MARTY ERLICHMAN | Board Member | — | ||
| ROBIN JONES | Board Member | — | ||
| RONA MENSAH | Board Member | — | ||
| SILVIA MUOZ | Board Member | — | ||
| STEPHEN PARNES | Board Member | — | ||
| TRISH SOUTHWELL | VICE PRESIDE | — | ||
| CAROL TOPCHIK | Secretary | — | ||
| CODY WEINBERG | Board Member | — | ||
| DENISE ROLLINS PHD | Board Member | — | ||
| TABETHA WHITE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 6,270 other orgs in US with NTEE prefix B8.
Most-divergent component: governance score sits 0 points above the peer median (85 vs. 85).
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 0.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.