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 | — | |
| 2023 | — | — | 29.2% | 28 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 19.2% | 35 | Fragile | Decline Risk | |
| 2021 | — | — | 17.4% | 43 | Fragile | Recovery | |
| 2020 | — | — | 13.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 11.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 19.0% | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 14.1% | 29 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 19.0% | 27 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 19.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 16.2% | 37 | Fragile | Recovery | |
| 2012 | — | — | 25.1% | 26 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 19.6% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jim Jackson | Artistic Director | 15.4% of Rev | ||
| Birgitta DePree | Artistic Director | 2.8% of Rev | ||
| Seth Palmer Harris | Board President | — | ||
| Anna Faye Hunter | Treasurer | — | ||
| Ollie Glessner | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jim Jackson | Executive Director | 8.7% of Rev | ||
| Jim Jackson | Executive Director | 8.3% of Rev | ||
| Birgitta De Pree | Treasurer | 6.1% of Rev | ||
| Birgitta De Pree | Treasurer | 5.4% of Rev | ||
| Diane Salkovich | Board Member | 4.5% of Rev | ||
| Diane Salkovich | Board Member | 0.9% of Rev | ||
| David Ball | Secretary | — | ||
| Anna Faye Hunter | Board Member | — | ||
| David Ball | Secretary | — | ||
| Anna Faye Hunter | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jim Jackson | Head | 7.8% of Rev | ||
| Birgitta De Pree | Treasurer | 5.1% of Rev | ||
| David Ball | Secretary | — | ||
| Diane Salkovich | Board Member | — | ||
| Anna Faye Hunter | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in CO with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (5 vs. 36).
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 29.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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 29.2% to under 22% of revenue — would move governance score by ~14 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.