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 |
|---|---|---|---|---|---|---|---|
| 2020 | — | — | 37.4% | 19 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 23.9% | 32 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 26.0% | 36 | Fragile | Gov Risk | |
| 2017 | — | — | 18.1% | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARREN HAMM | Executive Director | 37.4% of Rev | ||
| LEE GOODMAN | Board President | — | ||
| NANCY SABATH | Board President | — | ||
| ERIC STEGGALL | Secretary | — | ||
| MITCH ZUNICH | Treasurer | — | ||
| RAPHAEL JIMENEZ | AT-LARGE | — | ||
| BARBARA ANDELMAN | Board Member | — | ||
| BARBARA BICKEL | Board Member | — | ||
| ANN BORT | Board Member | — | ||
| DOTTIE CIANCIOLA | Board Member | — | ||
| ANDRIA DERSTINE | Board Member | — | ||
| DAVID HALL | Board Member | — | ||
| ELIZABETH MAIDEN | Board Member | — | ||
| THOMAS SCHILTZ | Board Member | — | ||
| SALLY TAKADA | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 330 other orgs in OH with NTEE prefix A6.
Most-divergent component: financial score sits 55 points below the peer median (0 vs. 55).
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 37 → 19 over 4 years (declining by 18 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 37.4% is above the 90th percentile for orgs of this size (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 37.4% to under 22% of revenue — would move governance score by ~31 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.