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 | — | — | Unknown | — | |
| 2022 | — | — | 39.5% | 21 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2020 | — | — | 19.5% | 35 | Financially Distressed | Recovery | |
| 2019 | — | — | 12.3% | 35 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 49 | Fragile | Stable Watch | |
| 2016 | — | — | — | 49 | Fragile | Recovery | |
| 2015 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| REBEKAH VON RATHONYI | Artistic Director | 6.4% of Rev | ||
| JOSHUA GULLETT | Board President | — | ||
| DOUGLAS COARTNEY | Board Member | — | ||
| LAUREL KAY FILZEN ETZEL | Board President | — | ||
| BETHANY PAPPALARDO | Board Member | — | ||
| JALEESHA ALLEN | Board Member | — | ||
| DEBORAH GARRISON | Board Member | — | ||
| LAUREL KAY FILZEN ETZEL | Board President | — | ||
| COURTNEY STRAUSER | Board Member | — | ||
| HILARY WEEKS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Rebekah von Rathonyi | Artistic Director | 10.9% of Rev | ||
| Jessica Williams | Artistic Director | 9.6% of Rev | ||
| Maya de Leon | Operations Manager | 5.1% of Rev | ||
| Rachel Dart | Financial Advisor | 3.5% of Rev | ||
| Dyson Ramey | Marketing Consultant | 2.1% of Rev | ||
| Alexander Kingma | Former | 2.0% of Rev | ||
| Kaylie Null | Instructor | 2.0% of Rev | ||
| Jessica Skinker | Marketing Consultant | 1.6% of Rev | ||
| Hannah Bruce | Former | 1.6% of Rev | ||
| Donald Coven | Instructor | 0.3% of Rev | ||
| Eva Molina | Instructor | 0.2% of Rev | ||
| Patricia White | Instructor | 0.2% of Rev | ||
| Jennifer Hand | Instructor | 0.2% of Rev | ||
| Marie Ritschard | Instructor | 0.1% of Rev | ||
| Andrew Rees | Instructor | 0.1% of Rev | ||
| Alexandra Buchko | Former | 0.0% of Rev | ||
| Joshua Gullett | Board President | — | ||
| Douglas Coartney | Board Member | — | ||
| Laurel Kay Filzen Etzel | Board Member | — | ||
| Bethany Pappalardo | Board Member | — | ||
| Jaleesha Allen | Board Member | — | ||
| Franklin Foulger | Board Member | — | ||
| Elizabeth Spanier | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| REBEKAH VON RATHONYI | Artistic Director | 14.1% of Rev | ||
| JOSHUA GULLETT | Board Member | — | ||
| DOUG COARTNEY | Board Member | — | ||
| BETHANY PAPPALARDO | Board Member | — | ||
| LIZ SPANIER | Artistic Director | — | ||
| LEE WENGER | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 195 other orgs in IL with NTEE prefix A6.
Most-divergent component: financial score sits 36 points below the peer median (0 vs. 36).
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 39.5% is above the 90th percentile for orgs of this size (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 39.5% to under 22% of revenue — would move governance score by ~35 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.