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 | 20.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2023 | Hidden | Hidden | 15.9% | 43 | Fragile | Stable Watch | |
| 2022 | — | — | 13.0% | 45 | Fragile | Recovery | |
| 2021 | — | — | 15.7% | 37 | Fragile | Decline Risk | |
| 2020 | — | — | 18.4% | 37 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2015 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 47 | Fragile | Recovery | |
| 2012 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2011 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEFF ABSHEAR | Board Member | 20.3% of Rev | ||
| ROZLIN OPOLKA | Board President | — | ||
| JOSIE RICHARDS | VICE PRESIDE | — | ||
| MARISSA CHUPP | Secretary | — | ||
| SCOTT MACCALLUM | Treasurer | — | ||
| ROSE WILLEY | Board Member | — | ||
| AMY NAUGLE | Board Member | — | ||
| KATIE MUMBY | Board Member | — | ||
| LORRIE GRAINGER ABDO | Board Member | — | ||
| JACOB CONVERSE | Board Member | — | ||
| TONIA GONZALEZ | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEFF ABSHEAR | Board Member | 16.3% of Rev | ||
| ALI HANSEN | Board President | — | ||
| SUSAN CAULFIELD | VICE PRESIDE | — | ||
| ROZLIN OPOLKA | Secretary | — | ||
| SCOTT MACCALLUM | Treasurer | — | ||
| ELIZABETH TEVIOTDALE | Board Member | — | ||
| LINDA KEKIC | Board Member | — | ||
| AUDREY MILLS | Board Member | — | ||
| JILL ONGLEY | Board Member | — | ||
| ROSAMOND ROBBERT | Board Member | — | ||
| ROSE WILLEY | Board Member | — | ||
| MARISSA CHUPP | Board Member | — | ||
| AMY NAUGLE | Board Member | — | ||
| JOSIE RICHARDS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEFF ABSHEAR | Board Member | 15.2% of Rev | ||
| SUSAN CAULFIELD | VICE PRESIDE | — | ||
| ALI HANSEN | Board President | — | ||
| LINDA KEKIC | Board Member | — | ||
| SCOTT MACCALLUM | Treasurer | — | ||
| AUDREY MILLS | Board Member | — | ||
| JILL ONGLEY | Board Member | — | ||
| ROSAMOND ROBBERT | Board Member | — | ||
| ELIZABETH TEVIOTDALE | Secretary | — | ||
| ROSE WILLEY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 177 other orgs in MI with NTEE prefix A2.
Most-divergent component: financial score sits 56 points below the peer median (15 vs. 71).
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 20.3% 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.