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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 38.2% | 23 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 30.5% | 30 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 11.6% | 55 | Fragile | Recovery | |
| 2020 | — | — | 28.7% | 52 | Governance-Stressed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY LOVE | Board President | 33.7% of Rev | ||
| DENICE DIR | Board Member | 4.0% of Rev | ||
| NANCI PFARR | Board Member | 4.0% of Rev | ||
| HEATHER TERBELL-WILSON | Secretary | — | ||
| JENNA BERG | Treasurer | — | ||
| SARAH POWERS | Board President | — | ||
| CARIN CRAIG | Board Member | — | ||
| JARED FICKER | Board Member | — | ||
| PESHA RUDNICK WRIGHT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY LOVE | Board President | 36.2% of Rev | ||
| DENICE DIR | Secretary | — | ||
| JENNIFER GAMBLE | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY LOVE | Board President | 9.4% of Rev | ||
| JENNA BERG | Treasurer | — | ||
| JENNIFER GAMBLE | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY LOVE | Board President | 18.4% of Rev | ||
| JENNA BERG | Treasurer | — | ||
| JENNIFER GAMBLE | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 829 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 28 points below the peer median (5 vs. 33).
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 38.2% 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 38.2% to under 22% of revenue — would move governance score by ~32 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.