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 | 19.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 13.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 13.8% | 38 | Financially Distressed | Stable Watch | |
| 2017 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | 16.1% | 33 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 16.2% | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 20.5% | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 20.3% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 21.6% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 21.2% | 20 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AUSTENE VAN | Artistic Director | 14.6% of Rev | ||
| AUSTENE VAN | Artistic Director | 13.3% of Rev | ||
| BRANDON RAGHU | Board Member | 9.9% of Rev | ||
| BRANDON RAGHU | Board Member | 6.6% of Rev | ||
| OMAR WILLIAMS-INTERIM | Board President | — | ||
| AMY EDWARDS | Secretary | — | ||
| MARCIA AUBINEAU | Board Member | — | ||
| MAIO PERRY | Board Member | — | ||
| LISA ROTHE | Board Member | — | ||
| WILLIAM STURDIVANT | Board Member | — | ||
| OMAR WILLIAMS | Board President | — | ||
| KARI SCANLON | Board President | — | ||
| PHAN TU | Treasurer | — | ||
| AMY EDWARDS | Secretary | — | ||
| MARCIA AUBINEAU | Board Member | — | ||
| WILLIE JONES III | Board Member | — | ||
| MAIO PERRY | Board Member | — | ||
| LISA ROTHE | Board Member | — | ||
| WILLIAM STURDIVANT | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 174 other orgs in MN with NTEE prefix A6.
Most-divergent component: financial score sits 38 points below the peer median (0 vs. 38).
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.