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 | 22.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 9.9% | 36 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 8.0% | 40 | Financially Distressed | Recovery | |
| 2020 | — | — | 8.0% | 38 | Financially Distressed | Recovery | |
| 2019 | — | — | 15.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 4.5% | 45 | Fragile | Recovery | |
| 2017 | — | — | 6.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 6.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 7.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 7.6% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sharon Nyree Williams | Executive Director | 9.8% of Rev | ||
| Stephanie Guiland | Executive Director | 8.6% of Rev | ||
| Donald Byrd | Executive Director | 8.0% of Rev | ||
| Gavin Reub | Board President | — | ||
| April Magen | Secretary | — | ||
| Michael Hebb | Board Member | — | ||
| Joanna Lau | Board Member | — | ||
| Linda Lowry | Board Member | — | ||
| Shawn Roberts | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Donald Byrd | Executive Director | 9.1% of Rev | ||
| Sharon Nyree Williams | Executive Director | 7.0% of Rev | ||
| Stephanie Guiland | Executive Director | 6.7% of Rev | ||
| Randy Engstrom | Board President | — | ||
| Gavin Reub | Treasurer | — | ||
| April Magen | Secretary | — | ||
| Michael Hebb | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tera Beach | Executive Director | 13.0% of Rev | ||
| Josh LaBelle | Board President | — | ||
| Gavin Reub | Treasurer | — | ||
| Crystal Brown | Secretary | — | ||
| Riall Johnson | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tera Beach | Executive Director | 11.7% of Rev | ||
| Josh LaBelle | Board President | — | ||
| Gavin Reub | Treasurer | — | ||
| Crystal Brown | Secretary | — | ||
| Glenn Nelson | Board Member | — | ||
| Riall Johnson | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tera Beach | Executive Director | 12.0% of Rev | ||
| Donald Byrd | Artistic Director | 8.7% of Rev | ||
| Ricard B Nelson | Board Member | — | ||
| Sun McEldery | Board Member | — | ||
| Benita Bunni Thomas | Board Member | — | ||
| Samantha Nyhan | Secretary | — | ||
| Josh LaBelle | Board President | — | ||
| Russ Stromberg II | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 235 other orgs in WA with NTEE prefix A6.
Most-divergent component: financial score sits 41 points below the peer median (0 vs. 41).
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 22.8% 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.