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 | — | — | 51.3% | 33 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 17.4% | 46 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 11.4% | 47 | Fragile | Recovery | |
| 2020 | — | — | 3.6% | 42 | Fragile | Recovery | |
| 2019 | — | — | 2.6% | 41 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 51 | Fragile | Stable Watch | |
| 2016 | — | — | — | 51 | Fragile | Recovery | |
| 2015 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 51 | Fragile | Recovery | |
| 2013 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ACHINTA S MCDANIEL | Artistic Director | 33.4% of Rev | ||
| BRIAN ELERDING | Executive Director | 15.4% of Rev | ||
| NATASHA NEUFELD | Board President | — | ||
| JAIKARAN SAWHNY | Board President | — | ||
| ARUN MATHAI | Treasurer | — | ||
| DRE JACKSON | Board Member | — | ||
| MICHAEL GRAHAM | Board Member | — | ||
| ANTHEA BHARGAVA | Board Member | — | ||
| ERIN O'MALLEY | Board Member | — | ||
| SANJANA SEELAM | Board Member | — | ||
| VISHAL UTTAM | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ACHINTA S MCDANIEL | Artistic Director | 32.6% of Rev | ||
| BRIAN ELERDING | Executive Director | 6.3% of Rev | ||
| NATASHA NEUFELD | Board President | — | ||
| JAIKARAN SAWHNY | Board President | — | ||
| ARUN MATHAI | Treasurer | — | ||
| DRE JACKSON | Board Member | — | ||
| MICHAEL GRAHAM | Board Member | — | ||
| ANTHEA BHARGAVA | Board Member | — | ||
| ERIN O'MALLEY | Board Member | — | ||
| SANJANA SEELAM | Board Member | — | ||
| VISHAL UTTAM | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ACHINTA S MCDANIEL | Artistic Director | 31.8% of Rev | ||
| MATTHEW COOK | Executive Director | 1.1% of Rev | ||
| MICHAEL GRAHAM | Board Member | — | ||
| ANTHEA BHARGAVA | Board Member | — | ||
| ERIN O'MALLEY | Board Member | — | ||
| SANJANA SEELAM | Board Member | — | ||
| JAIKARAN SAWHNY | Board Member | — | ||
| VISHAL UTTAM | Board Member | — | ||
| NATASHA NEUFELD | Board President | — | ||
| DRE JACKSON | Board President | — | ||
| ARUN MATHAI | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANCHITA MCDANIEL | Executive Dir. | 4.4% of Rev | ||
| MICHAEL GRAHAM | Board Member | — | ||
| ANDRE JACKSON | Board President | — | ||
| ERIN DWYER | Board President | — | ||
| JAIKARAN SAWHNY | Secretary | — | ||
| ARUN MATHAI | Treasurer | — | ||
| NATASHA NEUFELD | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,424 other orgs in CA with NTEE prefix A6.
Most-divergent component: governance score sits 23 points below the peer median (42 vs. 65).
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 51.3% 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.
- Sustained governance decline: score fell from 58 to 42 across 4 years — a multi-year pattern, not a single bad filing.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 51.3% 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.