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 |
|---|---|---|---|---|---|---|---|
| 2024 | — | — | 198.3% | 27 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | 19.1% | 47 | Fragile | Decline Risk | |
| 2022 | — | — | 9.0% | 52 | Fragile | Recovery | |
| 2021 | — | — | 51.9% | 35 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 49.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 25.3% | 46 | Governance-Stressed | Gov Risk | |
| 2018 | — | — | 21.6% | 47 | Fragile | Recovery | |
| 2017 | — | — | 24.4% | 47 | Fragile | Gov Risk | |
| 2016 | — | — | 24.1% | 43 | Fragile | Recovery | |
| 2015 | — | — | 26.9% | 40 | Governance-Stressed | Recovery | |
| 2014 | — | — | 27.2% | 32 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 29.2% | 32 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 21.5% | 43 | Fragile | Recovery | |
| 2011 | — | — | 26.7% | 38 | Governance-Stressed | Gov Risk |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBIN DEMOTT | Board Member | — | ||
| LAURA HENSON | Board Member | — | ||
| BRANDI PATTON | Board Member | — | ||
| FISHER RINDERKNECHT | Board Member | — | ||
| KIMBERLY DUNNAHOO | Treasurer | — | ||
| KELIJON NANCE | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIMBERLY DUNNAHOO | Treasurer | — | ||
| KELIJON NANCE | Board President | — | ||
| ROBIN DEMOTT | Board Member | — | ||
| LAURA HENSON | Board Member | — | ||
| BRANDI PATTON | Board Member | — | ||
| FISHER RINDERKNECHT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMANDA ARRAMBIDE | PARLIAMENTAR | — | ||
| LAURA HENSON | Board Member | — | ||
| BRANDI PATTON | Board Member | — | ||
| FISHER RINDERKNECHT | Board Member | — | ||
| HILLARY TRUSSELL | Board Member | — | ||
| EMILY HOUSTON BARTON | VICE PRESIDE | — | ||
| KIMBERLY DUNNAHOO | Treasurer | — | ||
| ERICKA HORNSBY | Secretary | — | ||
| KELIJON NANCE | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 358 other orgs in TX with NTEE prefix A2.
Most-divergent component: governance score sits 40 points below the peer median (42 vs. 82).
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 32 → 27 over 5 years (declining by 5 points).
What's driving this score
- Comp-to-revenue ratio of 198.3% 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 198.3% 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.