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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 96.4% | 33 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 43.3% | 44 | Fragile | Gov Risk | |
| 2021 | — | — | 48.2% | 48 | Governance-Stressed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RANDALL DODGE | Artistic Director | 55.4% of Rev | ||
| BRENDA DODGE | Board Member | 38.7% of Rev | ||
| ANGELA BIER | Executive Director | 2.3% of Rev | ||
| ALAN ALEKSANDROWICZ | Treasurer | — | ||
| CANDACE DECKER | Secretary | — | ||
| KARYN ELLIOT | Board President | — | ||
| RANDALL DODGE | Artistic Director | — | ||
| BRENDA DODGE | Board Member | — | ||
| ANGELA BIER | Executive Director | — | ||
| ALAN ALEKSANDROWICZ | Treasurer | — | ||
| CANDACE DECKER | Secretary | — | ||
| KARYN ELLIOT | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RANDALL DODGE | Artistic Director | 45.6% of Rev | ||
| BRENDA DODGE | Executive Director | 28.5% of Rev |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RANDALL DODGE | Artistic Director | 28.9% of Rev | ||
| BRENDA DODGE | Executive Director | 26.7% of Rev |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 103 other orgs in WI with NTEE prefix A6.
Most-divergent component: financial score sits 18 points above the peer median (55 vs. 37).
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 96.4% 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 96.4% 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.