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 | — | |
| 2023 | — | — | 44.1% | 40 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 23.8% | 41 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 13.3% | 52 | Fragile | Recovery | |
| 2020 | — | — | 21.4% | 43 | Fragile | Recovery | |
| 2019 | — | — | 26.6% | 32 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 12.9% | 44 | Fragile | Recovery | |
| 2017 | — | — | 17.6% | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 8.9% | 50 | Fragile | Recovery | |
| 2015 | — | — | 21.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 18.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 22.4% | 33 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 30.5% | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 33.6% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHEN PETRONIO | Artistic Director | 19.4% of Rev | ||
| JILL BRIENZA | Board President | — | ||
| ALISON MAZZOLA | Board Member | — | ||
| GARY HOLDER AND TODD WHITLEY | Board Member | — | ||
| JEAN-MARC FLACK | Board Member | — | ||
| JOA BALDINGER | Board Member | — | ||
| KEN TABACHNICK | Secretary | — | ||
| SHEILA HOLLENDER | Board Member | — | ||
| MALIN YHR | Treasurer | — | ||
| SARAH SILVER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHEN PETRONIO | Artistic Director | 21.8% of Rev | ||
| JONAS KLABIN | Executive Director | 13.9% of Rev | ||
| MARCUS MCGREGOR | Board Member | 1.8% of Rev | ||
| JILL BRIENZA | Board President | — | ||
| CLAIRE P FLACK | Treasurer | — | ||
| SARAH SILVER | Secretary | — | ||
| JOA BALDINGER | Board Member | — | ||
| JEAN-MARC FLACK | Board Member | — | ||
| GARY HOLDER | Board Member | — | ||
| SHEILA HOLLENDER | Board Member | — | ||
| ALISON MAZZOLA | Board Member | — | ||
| KEN TABACHNICK | Board Member | — | ||
| TODD WHITLEY | Board Member | — | ||
| MALIN YHR | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHEN PETRONIO | Artistic Director | 21.8% of Rev | ||
| JONAS KLABIN | Executive Director | 15.2% of Rev | ||
| MARCUS MCGREGOR | Board Member | 3.6% of Rev | ||
| JILL BRIENZA | Board President | — | ||
| CLAIRE P FLACK | Treasurer | — | ||
| SARAH SILVER | Secretary | — | ||
| JOA BALDINGER | Board Member | — | ||
| JEAN-MARC FLACK | Board Member | — | ||
| GARY HOLDER | Board Member | — | ||
| ALISON MAZZOLA | Board Member | — | ||
| KEN TABACHNICK | Board Member | — | ||
| TODD WHITLEY | Board Member | — | ||
| MALIN YHR | Board Member | — | ||
| SHEILA HOLLENDER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHEN PETRONIO | Artistic Director | 19.3% of Rev | ||
| JONAS KLABIN | Executive Director | 13.0% of Rev | ||
| YVAN GREENBERG | Executive Director | 8.5% of Rev | ||
| MARCUS MCGREGOR | Board Member | 6.0% of Rev | ||
| JILL BRIENZA | Board President | — | ||
| CLAIRE P FLACK | Treasurer | — | ||
| SARAH SILVER | Secretary | — | ||
| JOA BALDINGER | Board Member | — | ||
| JEAN-MARC FLACK | Board Member | — | ||
| ALISON MAZZOLA | Board Member | — | ||
| MALIN YHR | Board Member | — | ||
| SHEILA HOLLENDER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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 44.1% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 44.1% 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.