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 | 12.0% | 39 | Fragile | Gov Risk | |
| 2023 | — | — | — | 43 | Fragile | Decline Risk | |
| 2022 | — | — | 9.2% | 50 | Fragile | Recovery | |
| 2021 | — | — | — | 53 | Fragile | Recovery | |
| 2020 | — | — | — | 58 | Fragile | Recovery | |
| 2019 | — | — | — | 51 | Fragile | Stable Watch | |
| 2018 | — | — | — | 51 | Fragile | Decline Risk | |
| 2017 | — | — | — | 53 | Fragile | Recovery | |
| 2016 | — | — | — | 49 | Fragile | Decline Risk | |
| 2015 | — | — | — | 53 | Fragile | Recovery | |
| 2014 | — | — | — | 49 | Fragile | Stable Watch | |
| 2013 | — | — | — | 49 | Fragile | Stable Watch | |
| 2012 | — | — | — | 49 | Fragile | Decline Risk | |
| 2011 | — | — | — | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CATHERINE C TRAVER | Executive Director | 12.0% of Rev | ||
| DR MARK HOLLINSWORTH | Board President | — | ||
| STEVE SALZMAN | Treasurer | — | ||
| DR FOREST MAHAN | Board President | — | ||
| JAMES MOORE | Board President | — | ||
| MEREDITH BOYLAN | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CATHERINE C TRAVER | Executive Director | 11.0% of Rev | ||
| ANTHONY J ATECA | Board President | — | ||
| STEVE SALZMAN | Treasurer | — | ||
| DR FOREST MAHAN | Board President | — | ||
| DENNIS DUERKSEN | Board President | — | ||
| KERRY DUNN | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANTHONY J ATECA | Board President | — | ||
| STEVE SALZMAN | Treasurer | — | ||
| DR FOREST MAHAN | Board President | — | ||
| CATHERINE C TRAVER | Executive Director | — | ||
| DENNIS DUERKSEN | Board President | — | ||
| BONNIE KELLY | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 97 other orgs in SC with NTEE prefix A6.
Most-divergent component: program score sits 17 points above the peer median (45 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 12.0% sits within the sector's healthy band (18–22%).
What would change this score
The two changes that would most improve this score:
- 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.