Acute Resource Divergence
Acute Resource Divergence
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Realignment
Institutional Health Scores
5-yr trend: Acute Resource Divergence ↓
Overall
37
Score
Governance
45
Score
Financial
15
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Resource Divergence
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 18.9% | 37 | Financially Distressed | Decline Risk | |
| 2023 | Hidden | Hidden | 12.6% | 44 | Financially Distressed | Recovery | |
| 2022 | — | — | 15.7% | 49 | Fragile | Stable Watch | |
| 2021 | — | — | 19.9% | 49 | Fragile | Recovery | |
| 2020 | — | — | 19.8% | 43 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 12.6% | 44 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 14.1% | 46 | Fragile | Recovery | |
| 2017 | — | — | 17.2% | 47 | Fragile | Recovery | |
| 2016 | — | — | 16.4% | 41 | Fragile | Stable Watch | |
| 2015 | — | — | 17.3% | 41 | Fragile | Stable Watch | |
| 2014 | — | — | 19.1% | 37 | Fragile | Stable Watch | |
| 2013 | — | — | 22.8% | 37 | Fragile | Gov Risk | |
| 2012 | — | — | 23.2% | 37 | Fragile | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RON BROOKER | Executive Director | 10.1% of Rev | ||
| CARL TOPILOW | Board Member | 8.9% of Rev | ||
| ALEXANDRIA BALDUFF | Board Member | — | ||
| ALICE SPRINGER | Board Member | — | ||
| ANN VOIGHT | Board Member | — | ||
| CHARLES DOYLE | Board Member | — | ||
| LARRY FLETCHER | Board Member | — | ||
| LARRY MCCORMACK | Board Member | — | ||
| LATA STEFANO | Board Member | — | ||
| LISA FELTER | Secretary | — | ||
| NIKE MENDENHALL | Board President | — | ||
| BRIAN SHIFFLET | MUSICIAN'S REP | — | ||
| RYAN GARMAN | Board Member | — | ||
| STACEY HARTLEY | Board President | — | ||
| ELISABETH BRAND | Board Member | — | ||
| MARCIA BRAUN | Board Member | — | ||
| JACQUELINE ANDZEJEWSKI | Board Member | — | ||
| KACIE GERETZ | Board Member | — | ||
| ZACHARY MEYERS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARL TOPILOW | Board Member | 9.3% of Rev | ||
| TRICIA APPLEGATE | Executive Director | 7.9% of Rev | ||
| GIOVANNI BIGNOLI | Board Member | — | ||
| RON BROOKER | MUSICIAN'S REP | — | ||
| JENNIFER CASEY | Board Member | — | ||
| PAUL ELLI | Treasurer | — | ||
| JOHN FRANKEL | Board Member | — | ||
| STACEY HARTLEY | Board President | — | ||
| LARRY MCCORMACK | Board Member | — | ||
| NIKE MENDENHALL | Board President | — | ||
| ALICE SPRINGER | Board Member | — | ||
| TESSA STEINEMANN | Board Member | — | ||
| JIM STOUFFER | Board Member | — | ||
| ANN VOIGHT | Board Member | — | ||
| CHARLIE DOYLE | Board Member | — | ||
| LISA FELTER | Secretary | — | ||
| LARRY FLETCHER | Board Member | — | ||
| THOMAS TUCKER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARL TOPILOW | Board Member | 9.3% of Rev | ||
| CARL TOPILOW | Board Member | 9.3% of Rev | ||
| TRICIA APPLEGATE | Executive Director | 7.5% of Rev | ||
| LAURIE KOROBKIN | Executive Director | 3.8% of Rev | ||
| TRICIA APPLEGATE | Executive Director | 0.3% of Rev | ||
| GIOVANNI BIGNOLI | Board Member | — | ||
| RON BROOKER | MUSICIAN'S REP | — | ||
| JENNIFER CASEY | Board Member | — | ||
| PAUL ELLI | Treasurer | — | ||
| JOHN FRANKEL | Board Member | — | ||
| STACEY HARTLEY | Board President | — | ||
| LARRY MCCORMACK | Board Member | — | ||
| NIKE MENDENHALL | Board President | — | ||
| ALICE SPRINGER | Board Member | — | ||
| TESSA STEINEMANN | Board Member | — | ||
| JIM STOUFFER | Board Member | — | ||
| ANN VOIGHT | Board Member | — | ||
| CHARLIE DOYLE | Board Member | — | ||
| LISA FELTER | Secretary | — | ||
| LARRY FLETCHER | Board Member | — | ||
| THOMAS TUCKER | Board Member | — | ||
| DIANE BELDEN | Board Member | — | ||
| MAURA BRAUN | Board Member | — | ||
| GIOVANNI BIGNOLI | Board Member | — | ||
| RON BROOKER | MUSICIAN'S REP | — | ||
| JENNIFER CASEY | Board Member | — | ||
| PAUL ELLI | Treasurer | — | ||
| JOHN FRANKEL | Board Member | — | ||
| STACEY HARTLEY | Board President | — | ||
| TIM MAYLES | Board Member | — | ||
| LARRY MCCORMACK | Board Member | — | ||
| NIKE MENDENHALL | Board President | — | ||
| ALICE SPRINGER | Board Member | — | ||
| TESSA STEINEMANN | Board Member | — | ||
| JIM STOUFFER | Board Member | — | ||
| ANN VOIGHT | Board Member | — | ||
| CHARLIE DOYLE | Board Member | — | ||
| LISA FELTER | Secretary | — | ||
| LARRY FLETCHER | Board Member | — | ||
| ADRIANA GUERRA | Board Member | — | ||
| ANN MCGOOKEY | Board Member | — | ||
| THOMAS TUCKER | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
37 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 213 other orgs in OH with NTEE prefix A6.
Most-divergent component: program score sits 30 points above the peer median (60 vs. 30).
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 18.9% 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.