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 | 26.1% | 34 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 22.6% | 37 | Fragile | Gov Risk | |
| 2021 | — | — | 18.9% | 45 | Fragile | Recovery | |
| 2020 | — | — | 21.7% | 37 | Fragile | Gov Risk | |
| 2019 | — | — | 15.9% | 47 | Fragile | Stable Watch | |
| 2018 | — | — | 14.8% | 49 | Fragile | Stable Watch | |
| 2017 | — | — | 14.2% | 49 | Fragile | Stable Watch | |
| 2016 | — | — | — | 49 | Fragile | Recovery | |
| 2015 | — | — | 15.6% | 47 | Fragile | Stable Watch | |
| 2014 | — | — | 14.2% | 49 | Fragile | Recovery | |
| 2013 | — | — | 17.1% | 47 | Fragile | Stable Watch | |
| 2012 | — | — | 15.2% | 47 | Fragile | Recovery | |
| 2011 | — | — | 18.1% | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER MARSHALL | Board Member | — | ||
| DEREK BOECKNER | Board Member | — | ||
| JENNIFER HARVEY | Board Member | — | ||
| JEFF ENSZ | Board Member | — | ||
| MIKE KATHOL | Board Member | — | ||
| ALEX SCHWARZ | Board Member | — | ||
| LISA HAJDA | Board Member | — | ||
| TIFFANY STOIBER | Board Member | — | ||
| DAVID ROZEMA | Board Member | — | ||
| AMY HASKETT | Board President | — | ||
| JEFF KNAPP | Treasurer | — | ||
| JOSH STOIBER | Board President | — | ||
| JUDY ROZEMA | Executive Director | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIKE KATHOL | Board Member | — | ||
| ALEX SCHWARZ | Board Member | — | ||
| JOSH STOIBER | Board Member | — | ||
| LISA HAJDA | Board Member | — | ||
| TIFFANY STOIBER | Board Member | — | ||
| AMY HASKETT | Board President | — | ||
| ERIC KITZELMAN | Board President | — | ||
| JEFF KNAPP | Treasurer | — | ||
| JENNIFER MARSHALL | Board Member | — | ||
| DEREK BOECKNER | Board Member | — | ||
| JENNIFER HARVEY | Board Member | — | ||
| JEFF ENSZ | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHY BOKENKAMP | Board President | — | ||
| AMY HASKETT | Board Member | — | ||
| LAUREN BONK | Board Member | — | ||
| BOBBI DICKERSON | Board Member | — | ||
| JEFF ENSZ | Board Member | — | ||
| ERIC KITZELMAN | Board Member | — | ||
| BRIAN MOORE | Board Member | — | ||
| JOSH STOIBER | Board Member | — | ||
| LISA HAJDA | Board Member | — | ||
| SARA HOMAN | Board President | — | ||
| TONY HOOTON | Board Member | — | ||
| JEFF KNAPP | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHY BOKENKAMP | Board President | — | ||
| AMY HASKETT | Board Member | — | ||
| LAUREN BONK | Board Member | — | ||
| BOBBI DICKERSON | Board Member | — | ||
| JEFF ENSZ | Board Member | — | ||
| ERIC KITZELMAN | Board Member | — | ||
| KAYLEE ROTH | Board Member | — | ||
| JONI KUZMA | Board Member | — | ||
| SARA HOMAN | Board President | — | ||
| TONY HOOTON | Board Member | — | ||
| JEFF KNAPP | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 50 other orgs in NE with NTEE prefix A6.
Most-divergent component: governance score sits 30 points below the peer median (42 vs. 72).
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 26.1% is modestly above the sector's healthy band (18–22%) — worth monitoring.
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.