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 |
|---|---|---|---|---|---|---|---|
| 2020 | — | — | 40.9% | 34 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 9.7% | 54 | Fragile | Recovery | |
| 2017 | — | — | — | 45 | Fragile | Decline Risk | |
| 2016 | — | — | — | 49 | Fragile | Recovery | |
| 2015 | — | — | — | 41 | Fragile | Decline Risk | |
| 2014 | — | — | — | 49 | Fragile | Recovery | |
| 2013 | — | — | — | 43 | Fragile | Decline Risk | |
| 2012 | — | — | — | 53 | Fragile | Decline Risk | |
| 2011 | — | — | — | 57 | Fragile | Stable Watch |
Officer compensation history
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| David Engle | Board President | — | ||
| Lorraine Vagner | Vice President | — | ||
| Micah Wallace | Vice President | — | ||
| Patricia Webber | Secretary | — | ||
| Lynn Marlow | Treasurer | — | ||
| Larry Crockett | Board Member | — | ||
| Sam Feinson | Board Member | — | ||
| Brian Goodman | Board Member | — | ||
| Tracy Grisman | Board Member | — | ||
| Martha Worthley | Board Member | — | ||
| Teresa Verraes | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael D'Alessandro | Executive Director | Hidden | ||
| Patti Barrett | Secretary | — | ||
| Sam Feinson | Board Member | — | ||
| Brian Goodman | Board Member | — | ||
| Scott Pascoe | Board Member | — | ||
| Karen Putterman | Board Member | — | ||
| Thya Merz | Board President | — | ||
| Jean Stastny | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 333 other orgs in WA with NTEE prefix A6.
Most-divergent component: financial score sits 22 points below the peer median (30 vs. 52).
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.
Overall score has gone from 49 → 34 over 5 years (declining by 15 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 40.9% 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.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 40.9% to under 22% of revenue — would move governance score by ~38 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.