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
34
Score
Governance
55
Score
Financial
0
Score
Program
60
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 9.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 6.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 6.6% | 48 | Fragile | Recovery | |
| 2020 | — | — | 20.6% | 33 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 19.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 6.1% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 10.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 11.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 9.2% | 44 | Fragile | Recovery | |
| 2014 | — | — | 9.6% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | 11.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 10.0% | 42 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| sean baugh | Artistic Director | 10.0% of Rev | ||
| JEREMY WAYNE | OPERATIONS DIR | 7.6% of Rev | ||
| DAWSON TAYLOR | Executive Dir. | 1.6% of Rev | ||
| ROSCOE COMPTON-KELLY | Board President | — | ||
| LARRY GEORGE | Board Member | — | ||
| ERIC VALDEZ | Board Member | — | ||
| ROB CORBELLO | Treasurer | — | ||
| KEVIN HOUSING | Board President | — | ||
| Kim Burgan | Board Member | — | ||
| Jurgen Schrodl | Board Member | — | ||
| FREDDY VALDERRAMA | Board Member | — | ||
| richard barrett | Board Member | — | ||
| sam garrot | Board Member | — | ||
| clint milner | Board Member | — | ||
| whitney strauss | Chairman | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEREMY WAYNE | Executive Dir. | 8.7% of Rev | ||
| KELTON ELY | Board Member | — | ||
| LARRY GEORGE | Board Member | — | ||
| ERIC VALDEZ | Board Member | — | ||
| ROB CORBELLO | Treasurer | — | ||
| KEVIN HOUSING | Board President | — | ||
| DANIEL KUHN | Chairman | — | ||
| TYSON JONES | Secretary | — | ||
| FREDDY VALDERRAMA | Board Member | — | ||
| TAYLOR CLEGHORN | Board Member | — | ||
| WES MCCORMACK | Board President | — | ||
| JIM MCCULLOUGH | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SEAN BAUGH | Artistic Director | 7.8% of Rev | ||
| JEREMY WAYNE | Executive Dir. | 7.8% of Rev | ||
| JEREMY WAYNE | Executive Dir. | 4.6% of Rev | ||
| BRYANT KEELING | Board President | — | ||
| JOHN RIEGER | Chairman | — | ||
| GRANT MYERS | Secretary | — | ||
| BRYAN DANIEL | Treasurer | — | ||
| KEVIN HOUSING | Board Member | — | ||
| DANIEL KUHN | Board President | — | ||
| TYSON JONES | Board Member | — | ||
| SUZANNE STABILE | Board Member | — | ||
| ROGER POINDEXTER | Board Member | — | ||
| TAYLOR CLEGHORN | Board Member | — | ||
| JAMIE RAWSON | Board Member | — | ||
| MELODIA GUTIERREZ | Board Member | — | ||
| JIM MCCULLOUGH | Board Member | — | ||
| KELTON ELY | Board Member | — | ||
| LARRY GEORGE | Board Member | — | ||
| TATE SANDS | Board Member | — | ||
| ROB CORBELLO | Treasurer | — | ||
| KEVIN HOUSING | Board President | — | ||
| DANIEL KUHN | Chairman | — | ||
| TYSON JONES | Secretary | — | ||
| SUZANNE STABILE | Board Member | — | ||
| TAYLOR CLEGHORN | Board Member | — | ||
| JAMIE RAWSON | Board Member | — | ||
| WES MCCORMACK | Board President | — | ||
| JIM MCCULLOUGH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SEAN BAUGH | Artistic Director | 7.7% of Rev | ||
| JEREMY WAYNE | Executive Dir. | 7.1% of Rev | ||
| CHRIS CAMPBELL | Board President | — | ||
| JOHN RIEGER | Chairman | — | ||
| GRANT MYERS | Secretary | — | ||
| BRYAN DANIEL | Treasurer | — | ||
| KEVIN HOUSING | Board Member | — | ||
| DANIEL KUHN | Board Member | — | ||
| MACK CAMPBELL | Board Member | — | ||
| ROGER POINDEXTER | Board Member | — | ||
| TAYLOR CLEGHORN | Board Member | — | ||
| JAMIE RAWSON | Board Member | — | ||
| MELODIA GUTIERREZ | Board Member | — | ||
| JIM MCCULLOUGH | 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
0 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
34 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 132 other orgs in TX with NTEE prefix A6.
Most-divergent component: financial score sits 32 points below the peer median (0 vs. 32).
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 9.9% 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:
- 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.