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 | Hidden | Hidden | 11.0% | 35 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 3.6% | 46 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LEAH EDWARDS | GENERAL DIRE | 10.9% of Rev | ||
| DIMITRI PITTAS | Artistic Director | — | ||
| GREG ADAMS | GENERAL COUN | — | ||
| CYNTHIA LAWTON | Board President | — | ||
| ELLEN LOCKHART | BOARD TREASU | — | ||
| JAN LUTH | Board Member | — | ||
| PHYLLIS MARTIN | Board Member | — | ||
| JAY MILLARD | BOARD SECRET | — | ||
| BARBARA ZUERCHER | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LEAH EDWARDS | GENERAL DIRE | 11.0% of Rev | ||
| DIMITRI PITTAS | Artistic Director | — | ||
| ELLEN LOCKHART | Board Member | — | ||
| JAY MILLARD | BOARD SECRET | — | ||
| ELLEN MOORE | BOARD TREASU | — | ||
| BILL O'RIORDAN | Board Member | — | ||
| SCOTT OLSEN | Board President | — | ||
| DANIEL STERN | Board Member | — | ||
| SARAH STERN | Board Member | — | ||
| AUSTIN WALKER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LEAH EDWARDS | Board Member | 1.9% of Rev | ||
| DIMITRI PITTAS | Artistic Director | — | ||
| SCOTT OLSEN | Board President | — | ||
| ELLEN MOORE | Treasurer | — | ||
| JAY MILLARD | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NATALIE BLUESTEIN | Board Member | — | ||
| JAY MILLARD | Board Member | — | ||
| ELLEN MOORE | Board Member | — | ||
| SCOTT OLSEN | Board Member | — | ||
| FRAN SOISTMAN | Board Member | — | ||
| DIMITRI PITTAS | Artistic Director | — | ||
| LEAH EDWARDS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 97 other orgs in SC with NTEE prefix A6.
Most-divergent component: financial score sits 18 points below the peer median (15 vs. 33).
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 11.0% 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:
- 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.