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
27
Score
Governance
45
Score
Financial
0
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
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 | 16.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 8.7% | 38 | Fragile | Recovery | |
| 2021 | — | — | 9.9% | 45 | Fragile | Recovery | |
| 2020 | — | — | 6.5% | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 6.5% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JADA SUZANNE DIXON | Artistic Director | 9.1% of Rev | ||
| JEANNENE BRAGG | Board Member | 4.2% of Rev | ||
| CHIP HORNE | Board Member | — | ||
| GREG LAUGERO | Board Member | — | ||
| JAMIE WHITE | Board Member | — | ||
| ALYSSA WILLIAMS | Board Member | — | ||
| MARIKE FITZGERALD | Secretary | — | ||
| JOHN FLANIGAN | Treasurer | — | ||
| MICHAEL POTTS | Board President | — | ||
| SHERI RADERS | Board President | — | ||
| CAJARDO LINDSEY | Artistic Director | — | ||
| ERIK SANDVOLD | Artistic Director | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEANNENE BRAGG | Board Member | 8.7% of Rev | ||
| JADA SUZANNE DIXON | Artistic Director | 8.3% of Rev | ||
| CAJARDO LINDSEY | Artistic Director | — | ||
| ERIK SANDVOLD | Artistic Director | — | ||
| JEREMY SHAMOS | Board President | — | ||
| ROSCOE HILL | Board Member | — | ||
| MARIKE FITZGERALD | Board Member | — | ||
| CHIP HORNE | Board Member | — | ||
| GREG LAUGERO | Board Member | — | ||
| JIM STEINBERG | Board Member | — | ||
| JAMIE WHITE | Board Member | — | ||
| ALYSSA WILLIAMS | Board Member | — | ||
| MICHAEL HUGHES | Secretary | — | ||
| JOHN FLANIGAN | Treasurer | — | ||
| MICHAEL POTTS | Board President | — | ||
| SHERI RADERS | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHIP WALTON | Artistic Director | 8.1% of Rev | ||
| PETER R BORNSTEIN ESQ | Board Member | — | ||
| KRISTEL JELINEK BROWN | Board Member | — | ||
| ERIC FONACIER | Board Member | — | ||
| CHIP HORNE | Board Member | — | ||
| MICHAEL HUGHES | Board Member | — | ||
| MICHAEL POTTS | Board Member | — | ||
| JAMIE WHITE | Board Member | — | ||
| ALYSSA WILLIAMS | Board Member | — | ||
| KAARIN PIGFORD | Board Member | — | ||
| ROSCOE HILL | Board Member | — | ||
| CAJARDO LINDSEY | Artistic Director | — | ||
| ERIK SANDVOLD | AT-LARGE | — | ||
| JIM STEINBERG | Board President | — | ||
| JEREMY SHAMOS | Board President | — | ||
| JOHN FLANIGAN | Treasurer | — | ||
| REHAN HASAN | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHIP WALTON | Artistic Director | 7.6% of Rev | ||
| JIM STEINBERG | Board President | — | ||
| JEREMY SHAMOS | Board President | — | ||
| JOHN FLANIGAN | Treasurer | — | ||
| SUSAN FRANCE | Secretary | — | ||
| TONI BARUTI | AT-LARGE | — | ||
| PETER R BORNSTEIN ESQ | Board Member | — | ||
| KRISTEL JELINEK BROWN | Board Member | — | ||
| TARA CLEARE | Board Member | — | ||
| ERIC FONACIER | Board Member | — | ||
| SCOTT GANNON PATTON | Board Member | — | ||
| REHAN HASAN | Board Member | — | ||
| CHIP HORNE | Board Member | — | ||
| MICHAEL HUGHES | Board Member | — | ||
| MICHAEL POTTS | Board Member | — | ||
| JAMIE WHITE | Board Member | — | ||
| ALYSSA WILLIAMS | Board Member | — | ||
| KAARIN PIGFORD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHIP WALTON | Artistic Director | 8.8% of Rev | ||
| SUSAN FRANCE | Secretary | — | ||
| JOHN FLANIGAN | Treasurer | — | ||
| TONI BARUTI | AT-LARGE | — | ||
| PETER R BORNSTEIN | Board Member | — | ||
| KRISTEL JELINEK BROWN | Board Member | — | ||
| TARA CLEARE | Board Member | — | ||
| ERIC FONACIER | Board Member | — | ||
| SCOTT GANNON PATTON | Board Member | — | ||
| RICH SOUTHWICK | Board Member | — | ||
| ALYSSA WILLIAMS | Board Member | — | ||
| JIM STEINBERG | Board President | — | ||
| JEREMY SHAMOS | Board President | — | ||
| REHAN HASAN | Board Member | — | ||
| CHIP HORNE | Board Member | — | ||
| MICHAEL HUGHES | Board Member | — | ||
| JAMIE WHITE | Board Member | — | ||
| ROSCOE HILL | 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
0 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
27 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 270 other orgs in CO with NTEE prefix A6.
Most-divergent component: financial score sits 50 points below the peer median (0 vs. 50).
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 16.9% 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.