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 | — | — | 15.4% | 27 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 5.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 1.8% | 39 | Financially Distressed | Recovery | |
| 2020 | — | — | 16.1% | 20 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 4.2% | 42 | Fragile | Recovery | |
| 2018 | — | — | 10.7% | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 5.4% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 37 | Fragile | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2010 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALMA LOPEZ | Board President | — | ||
| MAX VARGAS | Board President | — | ||
| JUSTIN MATA | Secretary | — | ||
| MARINA SERVANTEZ | Treasurer | — | ||
| DAVID BISCHOFF | Board Member | — | ||
| RAQUELA MEJIA | Board Member | — | ||
| CANDELARIA VARGAS | Board Member | — | ||
| DAVID BANUELOS | Board Member | — | ||
| MARTA INDUNI | Board Member | — | ||
| ARMANDO BOTELLO | Board Member | — | ||
| JORGE RUIZ | Board Member | — | ||
| MARIE ACOSTA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIE ACOSTA | EXECUTIVE DI | 3.9% of Rev | ||
| TERRY PALACIOS | Board President | — | ||
| AIDA PEREZ | Secretary | — | ||
| DAVID BISCHOFF | Board Member | — | ||
| GABRIEL CRUZ VIVAS | Board Member | — | ||
| BREE GARCIA | Board Member | — | ||
| CARISSA GUTIERREZ | Board Member | — | ||
| RAQUELA MEJA | Board Member | — | ||
| BEATRIZ NAVARRO | Board Member | — | ||
| MARINA RIVERA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIE ACOSTA | EXECUTIVE DI | 8.7% of Rev | ||
| CARISSA GUTIERREZ | Board President | — | ||
| AIDA PEREZ | Secretary | — | ||
| TERRY PALACIOS | Board Member | — | ||
| DAVID BISCHOFF | Board Member | — | ||
| BREE GARCIA | Board Member | — | ||
| GABRIEL CRUZ VIVAS | Board Member | — | ||
| RAQUELA MEJA | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIE ACOSTA | EXECUTIVE DI | 4.3% of Rev | ||
| TERRY PALACIOS | Board President | — | ||
| AIDA PEREZ | Secretary | — | ||
| DAVID BISCHOFF | Board Member | — | ||
| GABRIEL CRUS VIVAS | Board Member | — | ||
| BREE GARCIA | Board Member | — | ||
| CARISSA GUTIERREZ | Board Member | — | ||
| CARLOS MONTES-PONCE | Board Member | — | ||
| BEATRIZ NAVARRO | Board Member | — | ||
| SANDRA OLSZEWSKI | Board Member | — | ||
| MARIANNA RIVERA | Board Member | — | ||
| XOCHITL TAFOYO | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 171 other orgs in CA with NTEE prefix A2.
Most-divergent component: financial score sits 29 points below the peer median (5 vs. 34).
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 15.4% sits within the sector's 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:
- 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.