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 | 8.0% | 49 | Fragile | Recovery | |
| 2022 | Hidden | Hidden | 13.3% | 48 | Fragile | Gov Risk | |
| 2021 | Hidden | Hidden | 4.1% | 62 | Governance-Stressed | Recovery | |
| 2020 | Hidden | Hidden | 9.9% | 57 | Governance-Stressed | Recovery | |
| 2019 | Hidden | Hidden | 5.8% | 61 | Governance-Stressed | Recovery | |
| 2018 | Hidden | Hidden | 5.4% | 41 | Governance-Stressed | Gov Risk | |
| 2017 | Hidden | Hidden | 6.2% | 41 | Governance-Stressed | Gov Risk | |
| 2016 | Hidden | Hidden | 5.8% | 45 | Governance-Stressed | Recovery | |
| 2015 | Hidden | Hidden | 6.4% | 41 | Governance-Stressed | Recovery | |
| 2014 | Hidden | Hidden | 6.6% | 37 | Governance-Stressed | Recovery | |
| 2013 | Hidden | Hidden | 6.4% | 34 | Critical Intervention Needed | Gov Risk | |
| 2012 | Hidden | Hidden | 8.3% | 36 | Critical Intervention Needed | Recovery | |
| 2011 | Hidden | Hidden | 8.2% | 33 | Critical Intervention Needed | Recovery | |
| 2010 | Hidden | Hidden | 2,196.0% | 34 | Critical Intervention Needed | Recovery | |
| 2009 | Hidden | Hidden | — | 9 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HENRY AVERY | Board Member | 14.1% of Rev | ||
| HENRY AVERY | EXECUTIVE DI | 13.8% of Rev | ||
| PAULA STEIN | Board President | — | ||
| ROBERT L HAYES | Board President | — | ||
| JOCELYN CASTILLO | Secretary | — | ||
| MOLLY BACHECHI | Board Member | — | ||
| CHRIS CADE | Board Member | — | ||
| TERRY FARMER | Board Member | — | ||
| JUDITH MEAD | Board Member | — | ||
| DON MILLER | Board Member | — | ||
| KATIE SNAPP | Board Member | — | ||
| MITCH VIGIL | Board Member | — | ||
| CHARLOTTE WALTON | Board Member | — | ||
| ROBERT MARTIN | EXECUTIVE DI | — | ||
| PAULA STEIN | Board President | — | ||
| ROBERT L HAYES | Treasurer | — | ||
| JOCELYN CASTILLO | Secretary | — | ||
| MOLLY BACHECHI | Board Member | — | ||
| WALLY DRANGMEISTER | Board Member | — | ||
| TRUDY JONES | Board Member | — | ||
| JUDITH MEAD | Board Member | — | ||
| LARRY MILES | Board Member | — | ||
| KATIE SNAPP | Board Member | — | ||
| CHARLOTTE WALTON | Board Member | — | ||
| CHRISTINA WEST | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HENRY AVERY | Executive Director | 14.0% of Rev | ||
| PAULA STEIN | Board President | — | ||
| BOB HAYES | Board President | — | ||
| JOCELYN CASTILLO | Treasurer | — | ||
| MOLLY BACHECHI | Board Member | — | ||
| DON MILLER | Board Member | — | ||
| KATIE SNAPP | Board Member | — | ||
| CHARLOTTE WALTON | Board Member | — | ||
| TERRY FARMER | Board Member | — | ||
| MITCH VIGIL | Board Member | — | ||
| JUDITH MEADE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HENRY AVERY | Executive Director | 11.4% of Rev | ||
| PAULA STEIN | Board President | — | ||
| BOB HAYES | Board President | — | ||
| JUDITH MEAD | Treasurer | — | ||
| MOLLY BACHECHI | Board Member | — | ||
| JOCELYN CASTILLO | Board Member | — | ||
| DON MILLER | Board Member | — | ||
| KATIE SNAPP | Board Member | — | ||
| CHARLOTTE WALTON | Board Member | — | ||
| TERRY FARMER | Board Member | — | ||
| MITCH VIGIL | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 84 other orgs in NM with NTEE prefix A6.
Most-divergent component: program score sits 68 points above the peer median (100 vs. 32).
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 8.0% sits within the sector's healthy band (18–22%).
- HENRY AVERY holds 5 distinct authority roles, which creates concentration risk.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.