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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 17.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 16.3% | 43 | Fragile | Decline Risk | |
| 2021 | — | — | 11.1% | 52 | Fragile | Stable Watch | |
| 2020 | — | — | 13.6% | 52 | Fragile | Recovery | |
| 2019 | — | — | 13.7% | 48 | Fragile | Decline Risk | |
| 2018 | — | — | 11.8% | 52 | Fragile | Stable Watch | |
| 2017 | — | — | 12.4% | 52 | Fragile | Stable Watch | |
| 2016 | — | — | 13.7% | 52 | Fragile | Stable Watch | |
| 2015 | — | — | 11.5% | 52 | Fragile | Stable Watch | |
| 2014 | — | — | 12.8% | 52 | Fragile | Stable Watch | |
| 2013 | — | — | 11.3% | 52 | Fragile | Recovery | |
| 2012 | — | — | 11.6% | 48 | Fragile | Stable Watch | |
| 2011 | — | — | 11.8% | 48 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JUSTIN BRADY | Executive Director | 15.6% of Rev | ||
| ROSEMARY DORSA | Board Member | — | ||
| JOHN FISCHER | Board Member | — | ||
| MONICA CANTRELL | Board Member | — | ||
| TERRI CZAJKA | Board Member | — | ||
| MARIE MACINTOSH | Board Member | — | ||
| MICHELE GOODRICH | Board Member | — | ||
| ELOISA GARZA | Board Member | — | ||
| ANDREW BALL | Treasurer | — | ||
| JENNIFER COOPER | Executive Director | — | ||
| BOB DEVOSS | Board President | — | ||
| KATHLEEN HURSH | Secretary | — | ||
| BROOKS CAREY | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAULINE MOFFAT | Executive Director | 14.4% of Rev | ||
| GARY REITER | Board President | — | ||
| LORRAINE BALL | Board President | — | ||
| MICHELE GOODRICH | Secretary | — | ||
| ROBERT DEVOSS | Treasurer | — | ||
| TREVOR BELDEN | Board Member | — | ||
| BROOKS CAREY | Board Member | — | ||
| JOHN FISCHER | Board Member | — | ||
| ELOISA GARZA | Board Member | — | ||
| ERIC GERSHMAN | Board Member | — | ||
| MARIE MACKINTOSH | Board Member | — | ||
| MEGAN NAGEL | Board Member | — | ||
| JILL ZANIKER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 3 other orgs in IN with NTEE prefix A7.
Most-divergent component: financial score sits 65 points below the peer median (15 vs. 80).
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 48 → 33 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 17.5% 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.