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
25
Score
Governance
42
Score
Financial
35
Score
Program
5
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
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 | 114.8% | 25 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 43 | Fragile | Recovery | |
| 2021 | — | — | 99.0% | 44 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 64.0% | 48 | Governance-Stressed | Recovery | |
| 2019 | — | — | — | 47 | Fragile | Decline Risk | |
| 2018 | — | — | — | 51 | Fragile | Stable Watch | |
| 2017 | — | — | — | 51 | Fragile | Recovery | |
| 2016 | — | — | — | 49 | Fragile | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Stable Watch | |
| 2014 | — | — | — | 51 | Fragile | Stable Watch | |
| 2013 | — | — | — | 51 | Fragile | Stable Watch | |
| 2012 | — | — | — | 51 | Fragile | Stable Watch | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jenna Daly | Artistic Director | 33.3% of Rev | ||
| Jenna Daly | Artistic Director | 33.3% of Rev | ||
| Rachel Morgan Im | Board Member | 24.9% of Rev | ||
| Rachel Morgan Im | Board Member | 24.9% of Rev | ||
| Jaclyn Mathias-Jones | Executive Director | 20.8% of Rev | ||
| Jenna Daly | Board Member | 11.4% of Rev | ||
| Jenna Daly | Board Member | 11.4% of Rev | ||
| Joann Benson | Board Member | 9.4% of Rev | ||
| Joann Benson | Board Member | 9.4% of Rev | ||
| Dianne Delgado | General Manager | 6.2% of Rev | ||
| Dianne Delgado | General Manager | 6.2% of Rev | ||
| Jaclyn Mathias-Jones | Executive Director | 5.2% of Rev | ||
| Diane Jones | Accompanist | 4.7% of Rev | ||
| Diane Jones | Accompanist | 4.7% of Rev | ||
| Tamba Giles | Board Member | 4.2% of Rev | ||
| Virginia Arey | Board Member | 4.2% of Rev | ||
| Brian DeMay | Board President | — | ||
| Andy Lewin | Board President | — | ||
| Brenda Little | Treasurer | — | ||
| Sarah Roche | Secretary | — | ||
| Carolyn DeMay | Board Member | — | ||
| Nick Wagman | Board Member | — | ||
| Renee Rogers | Board Member | — | ||
| Titus Mataban | Board Member | — | ||
| Brian DeMay | Board President | — | ||
| Titus Mataban | Board President | — | ||
| Brenda Little | Treasurer | — | ||
| Suzanne Bromley | Secretary | — | ||
| Carolyn DeMay | Board Member | — | ||
| Renee Rogers | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jenna Daly | Artistic Director | 33.3% of Rev | ||
| Rachel Morgan Im | Board Member | 22.9% of Rev | ||
| Jaclyn Mathias-Jones | Executive Director | 20.8% of Rev | ||
| Jenna Daly | Board Member | 11.4% of Rev | ||
| Joann Benson | Board Member | 9.4% of Rev | ||
| Joseph Meerdter | Board Member | 7.3% of Rev | ||
| Dianne Delgado | General Manager | 6.2% of Rev | ||
| Diane Jones | Accompanist | 4.7% of Rev | ||
| Titus Mataban | Board President | — | ||
| Andy Lewin | Board President | — | ||
| Brenda Little | Treasurer | — | ||
| Sarah Roche | Secretary | — | ||
| Carolyn DeMay | Board Member | — | ||
| Nick Wagman | Board Member | — | ||
| Renee Rogers | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jenna Daly | Artistic Director | 33.3% of Rev | ||
| Rachel Morgan Im | Board Member | 25.8% of Rev | ||
| Jaclyn Mathias-Jones | Executive Director | 20.8% of Rev | ||
| Jenna Daly | Board Member | 11.4% of Rev | ||
| Joann Benson | Board Member | 9.4% of Rev | ||
| Catherine Rudd | Board Member | 7.6% of Rev | ||
| Dianne Delgado | General Manager | 6.2% of Rev | ||
| Diane Jones | Accompanist | 4.7% of Rev | ||
| Titus Mataban | Board President | — | ||
| Andy Lewin | Board President | — | ||
| Brenda Little | Treasurer | — | ||
| Sarah Roche | Secretary | — | ||
| Katherine Corbin | Board Member | — | ||
| Carolyn DeMay | Board Member | — | ||
| Nick Wagman | Board Member | — | ||
| Renee Rogers | 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
35 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
5 / 100
weight 20%
Overall
25 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 75 other orgs in MD with NTEE prefix A6.
Most-divergent component: program score sits 22 points below the peer median (5 vs. 27).
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 114.8% 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 114.8% 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.