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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 60.7% | 29 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | — | 37 | Fragile | Recovery | |
| 2020 | — | — | 28.8% | 48 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 27.1% | 48 | Governance-Stressed | Recovery | |
| 2018 | — | — | 28.3% | 44 | Fragile | Gov Risk | |
| 2017 | — | — | — | 47 | Fragile | Decline Risk | |
| 2016 | — | — | — | 55 | Fragile | Recovery | |
| 2015 | — | — | — | 47 | Fragile | Decline Risk | |
| 2014 | — | — | — | 47 | Fragile | Stable Watch | |
| 2013 | — | — | — | 47 | Fragile | Stable Watch | |
| 2012 | — | — | — | 47 | Fragile | Recovery | |
| 2011 | — | — | — | 43 | Fragile | Stable Watch | |
| 2010 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dustin J Willetts | Artistic Director | 51.1% of Rev | ||
| Debra L DeMiero | Collaborative Pianist | 9.6% of Rev | ||
| Michael Shouse | CoPresident | — | ||
| Collene Lynch | CoPresident | — | ||
| LeeAnn Saxon | Board President | — | ||
| Christine L Johnson | Board President | — | ||
| Terence Iadanza | Treasurer | — | ||
| Peggy McCormick | Secretary | — | ||
| Hallie W Olson | Board Member | — | ||
| Steven Cobb | Board Member | — | ||
| Catherine Dovey | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dustin J Willetts | Artistic Director | 49.4% of Rev | ||
| Dustin J Willetts | Artistic Director | 45.4% of Rev | ||
| Dustin J Willetts | Artistic Director | 45.4% of Rev | ||
| Debra L DeMiero | Collaborative Pianist | 15.4% of Rev | ||
| Debra L DeMiero | Collaborative Pianist | 9.8% of Rev | ||
| Debra L DeMiero | Collaborative Pianist | 5.0% of Rev | ||
| Steven Cobb | Board President | — | ||
| Hallie W Olson | Board President | — | ||
| Michael Shouse | Board President | — | ||
| Terence Iadanza | Treasurer | — | ||
| Kathryn L Hanski | Secretary | — | ||
| Betty Ngan | Board Member | — | ||
| Robert Nemeth | Board Member | — | ||
| Catherine Dovey | Board Member | — | ||
| Barbara Kindness | Board Member | — | ||
| Robert Nemeth | Board President | — | ||
| Hallie W Olson | Board President | — | ||
| Michael Shouse | Board President | — | ||
| Betty Ngan | Board President | — | ||
| Terence Iadanza | Treasurer | — | ||
| Kathryn L Hanski | Secretary | — | ||
| Steven Cobb | Board Member | — | ||
| Catherine Dovey | Board Member | — | ||
| Barbara Kindness | Board Member | — | ||
| Robert Nemeth | Board President | — | ||
| Hallie W Olson | Board President | — | ||
| Michael Shouse | Board President | — | ||
| Betty Ngan | Board President | — | ||
| Terence Iadanza | Treasurer | — | ||
| Kathryn L Hanski | Secretary | — | ||
| Steven Cobb | Board Member | — | ||
| Catherine Dovey | Board Member | — | ||
| Barbara Kindness | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 25 other orgs in WA with NTEE prefix A2.
Most-divergent component: program score sits 12 points below the peer median (15 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 60.7% 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 60.7% 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.