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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 19.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 9.4% | 44 | Fragile | Recovery | |
| 2021 | — | — | 10.2% | 42 | Fragile | Recovery | |
| 2020 | — | — | 43.3% | 38 | Governance-Stressed | Recovery | |
| 2019 | — | — | 14.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 14.4% | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | 15.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 17.9% | 33 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 16.5% | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 17.2% | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 11.9% | 35 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 18.2% | 27 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 18.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | 15.6% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALEXANDER VAN ALSTYNE | Artistic Director | 15.7% of Rev | ||
| ROBIN FULLER | Board President | — | ||
| STEVE TROUNDAY | Board President | — | ||
| VICTORIA JAKUBOWSKI | Treasurer | — | ||
| MICHAEL PENNINGTON | Board Member | — | ||
| PAUL THOMSEN | Board Member | — | ||
| WENDY FIRESTONE | Board Member | — | ||
| VIRGINIA KERSEY | Board Member | — | ||
| SANDY GORDON | Board Member | — | ||
| YVETTE MYERS | Board Member | — | ||
| DEE DEE DESIDERIO-SHULA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alexander Van Alstyne | Artistic Director | 12.8% of Rev | ||
| Robin Fuller | Board President | — | ||
| Steve Trounday | Board President | — | ||
| Victoria Jakubowski | Treasurer | — | ||
| Michael Pennington | Board Member | — | ||
| Paul Thomsen | Board Member | — | ||
| Wendy Firestone | Board Member | — | ||
| Virginia Kersey | Board Member | — | ||
| Sandy Gordon | Board Member | — | ||
| Yvette Myers | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alexander Van Alstyne | Executive Director | 13.6% of Rev | ||
| Robin Fuller | Board President | — | ||
| Steve Trounday | Board President | — | ||
| Vicky Jakubowski | Treasurer | — | ||
| Michael Pennington | Board Member | — | ||
| Paul Thompsen | Board Member | — | ||
| Darci Watson | Board Member | — | ||
| Ginnie Kersey | Board Member | — | ||
| Dee Dee Desiderio Schula | Board Member | — | ||
| Helen O'Brien | Board Member | — | ||
| Yvette Myers | Board Member | — | ||
| Kelly Wilmoth | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alexander Van Alstyne | Executive Director | 12.6% of Rev | ||
| Darci Watson | Board Member | — | ||
| Ginnie Kersey | Board Member | — | ||
| Dee Dee Desiderio Schula | Board Member | — | ||
| Helen O'Brien | Board Member | — | ||
| Yvette Myers | Board Member | — | ||
| Kelly Wilmoth | Board Member | — | ||
| Robin Fuller | Board President | — | ||
| Steve Trounday | Board President | — | ||
| Vicky Jakubowski | Treasurer | — | ||
| Michael Pennington | Board Member | — | ||
| Paul Thopson | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 27 other orgs in NV with NTEE prefix A6.
Most-divergent component: financial score sits 26 points below the peer median (5 vs. 31).
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 19.9% 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:
- 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.