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 | 26.5% | 34 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | 31.1% | 38 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 8.8% | 46 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 8.2% | 50 | Fragile | Stable Watch | |
| 2020 | — | — | 3.2% | 51 | Fragile | Recovery | |
| 2019 | — | — | 10.2% | 39 | Fragile | Recovery | |
| 2018 | — | — | 9.4% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 10.6% | 39 | Fragile | Stable Watch | |
| 2016 | — | — | 10.1% | 39 | Fragile | Stable Watch | |
| 2015 | — | — | 11.0% | 39 | Fragile | Stable Watch | |
| 2014 | — | — | 12.6% | 39 | Fragile | Stable Watch | |
| 2013 | — | — | 13.0% | 39 | Fragile | Recovery | |
| 2012 | — | — | 14.0% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Martinez | Executive Director | 9.6% of Rev | ||
| Holli Diffin | Board Member | 9.0% of Rev | ||
| Michael Martinez | Executive Director | 8.6% of Rev | ||
| Holli Diffin | Board Member | 8.3% of Rev | ||
| Amanda Gremel | Board Member | 7.8% of Rev | ||
| Amanda Gremel | Board Member | 7.2% of Rev | ||
| Dave Sewell | Board President | — | ||
| James Cramton | Board President | — | ||
| Rachel Cramton | Secretary | — | ||
| Cindy Robison | Treasurer | — | ||
| Margaret Barber | Board Member | — | ||
| Kelly Holt | Board Member | — | ||
| Mary McAllister Cordon | Board Member | — | ||
| Dave Sewell | Board President | — | ||
| James Cramton | Board President | — | ||
| Rachel Cramton | Secretary | — | ||
| Cindy Robison | Treasurer | — | ||
| Margaret Barber | Board Member | — | ||
| Kelly Holt | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL MARTINEZ | Executive Dir. | 9.2% of Rev | ||
| DAVE SEWELL | Board Member | — | ||
| RACHEL CRAMTON | Board Member | — | ||
| JULIE GLASS | Board President | — | ||
| PRICILLA MARQUEZ | Secretary | — | ||
| JAMES CRAMTON | Treasurer | — | ||
| KATY SHAW | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL MARTINEZ | Executive Dir. | 7.3% of Rev | ||
| JEANNE TAYLOR | Board President | — | ||
| LESLIE EDWARDS | Board President | — | ||
| JULIE GLASS | Treasurer | — | ||
| PRICILLA MARQUEZ | Board Member | — | ||
| AMALIA LUXARDO | Board Member | — | ||
| MARISELA FELIX | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 147 other orgs in AZ with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 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 26.5% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
- Sustained governance decline: score fell from 58 to 42 across 4 years — a multi-year pattern, not a single bad filing.
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.