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
30
Score
Governance
42
Score
Financial
15
Score
Program
45
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
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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 27.0% | 30 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 24.1% | 31 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 21.9% | 45 | Governance-Stressed | Recovery | |
| 2020 | — | — | 23.0% | 29 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 24.4% | 25 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 11.3% | 39 | Fragile | Recovery | |
| 2017 | — | — | 8.8% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 21.5% | 28 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 22.5% | 28 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 19.9% | 32 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 19.8% | 37 | Fragile | Recovery | |
| 2012 | — | — | 1.9% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL W BOOTHE | MUSIC DIRECT | 18.6% of Rev | ||
| NIKKI BERGMAN | EXECUTIVE DI | 6.4% of Rev | ||
| CHERYL PEARSON | Board Member | — | ||
| DR JOAN PI | Board Member | — | ||
| OTILIO RAMOS JR | Board Member | — | ||
| TOM SHERRILL | Board Member | — | ||
| LISA SOWELL | Board Member | — | ||
| MARGUERITE ALLEY | Board President | — | ||
| CHRISTOPER SACRA | Treasurer | — | ||
| DR VERONICA COLEMAN | Board Member | — | ||
| DR JANET DINGMAN | Board Member | — | ||
| LINDA DYER | Board Member | — | ||
| DR STEPHEN FISHER | Board Member | — | ||
| JOHN E HARRIS JR | Board Member | — | ||
| ANGIE MASCIULLI | Board Member | — | ||
| JOE MAYES | Board Member | — | ||
| MARTHA MCCRORY | Board Member | — | ||
| EDO MOR | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL W BOOTHE | MUSIC DIRECT | 13.9% of Rev | ||
| LYNETTE ANDREWS | EXECUTIVE DI | 13.1% of Rev | ||
| JOE MAYES | Board Member | — | ||
| LEIGH CASON | Treasurer | — | ||
| ALAN BROWN | Board Member | — | ||
| OTILIO RAMOS JR | Board Member | — | ||
| MARGUERITE ALLEY | Board President | — | ||
| JUANITA FELTON | Board Member | — | ||
| TREENA LAUER | VICE PRESIDE | — | ||
| TOM SHERRILL | Board Member | — | ||
| MARTHA MCCRORY | Board Member | — | ||
| JANET DINGMAN | Board Member | — | ||
| EDO MOR | Board Member | — | ||
| STEPHEN FISHER | Board Member | — | ||
| CHRISTOPHER SACRA | Secretary | — | ||
| LISA SOWELL | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL W BOOTHE | MUSIC DIRECT | 11.7% of Rev | ||
| LYNETTE ANDREWS | EXECUTIVE DI | 11.0% of Rev | ||
| DR K EDWIN BROWN | Board Member | — | ||
| LEIGH CASON | Treasurer | — | ||
| ALAN BROWN | Board Member | — | ||
| SHARON KERK REYES | Board Member | — | ||
| MARGUERITE ALLEY | Board President | — | ||
| JUANITA FELTON | Board Member | — | ||
| RICHARD PULLEY | VICE PRESIDE | — | ||
| TOM SHERRILL | Board Member | — | ||
| MARTHA MCCRORY | Secretary | — | ||
| JANET DINGMAN | Board Member | — | ||
| TREENA LAUER | Board Member | — | ||
| RHAN PITTMAN | Board Member | — | ||
| CHRISTOPHER SACRA | Board Member | — | ||
| LISA SOWELL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL W BOOTHE | MUSIC DIRECT | 11.7% of Rev | ||
| LYNETTE ANDREWS | EXECUTIVE DI | 11.0% of Rev | ||
| DR K EDWIN BROWN | Board President | — | ||
| LEIGH CASON | Treasurer | — | ||
| REBECCA BROWN | Secretary | — | ||
| JAIME BERTRAMSEN | Board Member | — | ||
| DR ROBYN CARD | Board Member | — | ||
| ANJOLI FERRARA-CLAYTON | Board Member | — | ||
| BETSY FOUSHEE | Board Member | — | ||
| AMBER KIDD | Board Member | — | ||
| SHARON KERK REYES | Board Member | — | ||
| DARBY SCHOENFELD | Board Member | — | ||
| MARGUERITE ALLEY | VICE PRESIDE | — | ||
| ANDREW BAAN | Board Member | — | ||
| JUANITA FELTON | Board Member | — | ||
| RICHARD PULLEY | Board Member | — | ||
| TOM SHERRILL | 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
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
30 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 147 other orgs in VA with NTEE prefix A6.
Most-divergent component: financial score sits 21 points below the peer median (15 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 27.0% 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).
- Reduce top-officer compensation from 27.0% to under 22% of revenue — would move governance score by ~10 points.
Improving governance is a board decision. These are the levers.