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 | — | — | 19.2% | 20 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 24.1% | 23 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 16.2% | 39 | Fragile | Decline Risk | |
| 2019 | — | — | — | 45 | Fragile | Decline Risk | |
| 2018 | — | — | — | 55 | Fragile | Recovery | |
| 2017 | — | — | — | 49 | Fragile | Stable Watch | |
| 2016 | — | — | — | 49 | Fragile | Recovery | |
| 2015 | — | — | — | 47 | Fragile | Stable Watch | |
| 2014 | — | — | — | 47 | Fragile | Decline Risk | |
| 2013 | — | — | — | 51 | Fragile | Recovery | |
| 2012 | — | — | — | 51 | Fragile | Recovery | |
| 2011 | — | — | — | 41 | Fragile | Decline Risk | |
| 2010 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER WELCH | Artistic Director | 20.4% of Rev | ||
| JOHN BEAL | Treasurer | — | ||
| AMY MCKENZIE | Secretary | — | ||
| BRIAN ALLEN | Board Member | — | ||
| MARIE FERRAN | Board Member | — | ||
| BETH ANDERSON | Board Member | — | ||
| JIM REED | Board Member | — | ||
| KERRI APPLE | Board Member | — | ||
| CYNTHIA PUTNAM | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER WELCH | Artistic Director | 15.0% of Rev | ||
| AMY MCKENZIE | Secretary | — | ||
| KAREN STAGGS | Board President | — | ||
| KERRI APPLE | Board Member | — | ||
| JOHN BEAL | Board President | — | ||
| MARK POET | Board Member | — | ||
| BRIAN ALLEN | Board Member | — | ||
| MARIE FERRAN | Board Member | — | ||
| BETH ANDERSON | Board Member | — | ||
| JIM REED | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in TN for this NTEE subcategory; peer comparison would not be statistically meaningful.
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.
Overall score has gone from 55 → 20 over 5 years (declining by 35 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 19.2% sits within the sector's 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.