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 | — | — | 25.8% | 21 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 38.5% | 21 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 14.8% | 41 | Financially Distressed | Recovery | |
| 2020 | — | — | 5.0% | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 49 | Fragile | Recovery | |
| 2017 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Stable Watch | |
| 2015 | — | — | — | 51 | Fragile | Recovery | |
| 2014 | — | — | — | 43 | Fragile | Decline Risk | |
| 2013 | — | — | — | 51 | Fragile | Stable Watch | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Luis Abella | Board Member | 20.7% of Rev | ||
| Patricia Santamarina | Artistic Director | 9.2% of Rev | ||
| Cindy Chaconas | Board President | — | ||
| Kimberly Pacetti | Board President | — | ||
| Bethany Hilbert | Secretary | — | ||
| Kerin Herstone | Treasurer | — | ||
| Renee Unsworth | Marketing | — | ||
| Georgia Garrett | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Luis Abella | Executive Director | 8.2% of Rev | ||
| Diana Gomez | Artistic Director | 0.5% of Rev | ||
| Meghan Deputy | Board President | — | ||
| Kerin Herstone | Treasurer | — | ||
| Stephanie Waldner | Board President | — | ||
| Kayley Marsha | Secretary | — | ||
| Georgia Garrett | Board Member | — | ||
| Renee Unsworth | Marketing | — | ||
| Bethany Hilbert | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robert O'Leary | Board President | 0.8% of Rev | ||
| Luis Abella | Board President | — | ||
| Georgia Garrett | Secretary | — | ||
| Kerin Herstone | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 245 other orgs in FL with NTEE prefix A6.
Most-divergent component: financial score sits 30 points below the peer median (0 vs. 30).
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 35 → 21 over 5 years (declining by 14 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 25.8% 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:
- 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.