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 | 64.2% | 31 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 48.1% | 33 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 23.3% | 47 | Fragile | Recovery | |
| 2020 | — | — | 4.1% | 55 | Fragile | Recovery | |
| 2019 | — | — | 30.7% | 29 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 32.8% | 27 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 34.3% | 27 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 28.6% | 27 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 31.3% | 27 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 20.3% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 24.0% | 32 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 17.9% | 39 | Fragile | Stable Watch | |
| 2011 | — | — | 19.2% | 39 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONNA GRUBBS | Executive Director | 64.2% of Rev | ||
| GARY ARMSTRONG | Board Member | — | ||
| TOM MILES | Board Member | — | ||
| PEGGY RUGGLES | Board Member | — | ||
| MARILYNN HOVDA | Board Member | — | ||
| RYAN CONRAD | Board Member | — | ||
| BRENDA POTTS | Board Member | — | ||
| BEN SMITH | Board President | — | ||
| FRED GRUNERT | Secretary | — | ||
| SHARON BACHINSKI | Treasurer | — | ||
| MARY HOOLEY | Board President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONNA GRUBBS | Executive Director | 64.2% of Rev | ||
| MARILYNN HOVDA | Board Member | — | ||
| PEGGY RUGGLES | Board Member | — | ||
| RYAN CONRAD | Board Member | — | ||
| JOHN BARNES | Board Member | — | ||
| BRENDA POTTS | Board Member | — | ||
| GARY ARMSTRONG | Board Member | — | ||
| TOM MILES | Board Member | — | ||
| BEN SMITH | Board President | — | ||
| FRED GRUNERT | Secretary | — | ||
| MARY HOOLEY | Board President | — | ||
| SHARON BACHINSKI | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONNA GRUBBS | Executive Director | 50.5% of Rev | ||
| TOM MILES | Board Member | — | ||
| JOHN BARNES | Board Member | — | ||
| MICHAEL NORTHROP | Board Member | — | ||
| MARILYNN HOVDA | Board Member | — | ||
| PEGGY RUGGLES | Board Member | — | ||
| SHARON BACHINSKI | Board Member | — | ||
| GARY ARMSTRONG | Board President | — | ||
| BEN SMITH | Board President | — | ||
| CATHERINE LAWSON | Treasurer | — | ||
| FRED GRUNERT | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONNA GRUBBS | Executive Director | 52.0% of Rev | ||
| JULIE HOWE | Board Member | — | ||
| CHAR CHASE | Board Member | — | ||
| TOM MILES | Board Member | — | ||
| PEGGY RUGGLES | Board Member | — | ||
| MICHAEL NORTHROP | Board Member | — | ||
| JOHN BARNES | Board Member | — | ||
| SHARON BACHINSKI | Board Member | — | ||
| GARY ARMSTRONG | Board President | — | ||
| BEN SMITH | Board President | — | ||
| CATHERINE LAWSON | Treasurer | — | ||
| FRED GRUNERT | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONNA GRUBBS | Executive Director | 52.0% of Rev | ||
| SHARON BACHINSKI | Board Member | — | ||
| JOHN BARNES | Board Member | — | ||
| CHAR CHASE | Board Member | — | ||
| JULIE HOWE | Board Member | — | ||
| TOM MILES | Board Member | — | ||
| MICHAEL NORTHROP | Board Member | — | ||
| PEGGY RUGGLES | Board Member | — | ||
| BEN SMITH | Board President | — | ||
| GARY ARMSTRONG | Board President | — | ||
| FRED GRUNERT | Secretary | — | ||
| CATHERINE LAWSON | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 186 other orgs in MI with NTEE prefix A6.
Most-divergent component: program score sits 13 points below the peer median (15 vs. 28).
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 64.2% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 64.2% to under 22% of revenue — would move governance score by ~40 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.