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 | — | — | 41.5% | 23 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 22.6% | 30 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 10.7% | 46 | Fragile | Gov Risk | |
| 2020 | — | — | 15.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 13.7% | 38 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 12.2% | 42 | Fragile | Decline Risk | |
| 2017 | — | — | 10.5% | 45 | Fragile | Recovery | |
| 2016 | — | — | 9.2% | 44 | Fragile | Decline Risk | |
| 2015 | — | — | 9.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 10.3% | 30 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 6.5% | 40 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 8.3% | 40 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 7.8% | 48 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STACY PAIR | Executive Director | 15.1% of Rev | ||
| WILL SHURLEY | Board President | — | ||
| JANICE WILLIAMS | Board President | — | ||
| LYNN LOFTON | Secretary | — | ||
| JERRY GRIFFITH | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STACY PAIR | Executive Director | — | ||
| JOHN MCFARLAND | Board President | — | ||
| RICH LIWANAG | Board President | — | ||
| CINDY LAMB | Secretary | — | ||
| MARIA JOHNSON | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JORDAN WARREN | Executive Director | 14.0% of Rev | ||
| JOHN MCFARLAND | Board President | — | ||
| RICH LIWANAG | Board President | — | ||
| CINDY LAMB | Secretary | — | ||
| MARIA JOHNSON | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 30 other orgs in MS with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (5 vs. 36).
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 38 → 23 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 41.5% 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 41.5% to under 22% of revenue — would move governance score by ~39 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.