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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 35.8% | 40 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 7.4% | 54 | Fragile | Recovery | |
| 2021 | — | — | 10.9% | 51 | Fragile | Recovery | |
| 2020 | — | — | 15.2% | 39 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 16.5% | 41 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 10.4% | 48 | Fragile | Decline Risk | |
| 2017 | — | — | 4.1% | 55 | Fragile | Recovery | |
| 2016 | — | — | 17.9% | 41 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 5.1% | 54 | Fragile | Stable Watch | |
| 2014 | — | — | 6.1% | 54 | Fragile | Recovery | |
| 2013 | — | — | 7.2% | 50 | Fragile | Stable Watch | |
| 2012 | — | — | 8.4% | 50 | Fragile | Recovery | |
| 2011 | — | — | 9.1% | 46 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH KLOCHKO | Executive Dir. | 11.9% of Rev | ||
| VIVIENNE ESRIG | Board Member | 7.7% of Rev | ||
| JOHN MULLEN | Board President | — | ||
| JON DOELLSTEDT | Board Member | — | ||
| KEN HERTZ | Board Member | — | ||
| RICHARD OPPER | Board Member | — | ||
| CHERYL HAMER | Board Member | — | ||
| STEPHANIE BERGSMA | Board Member | — | ||
| KATHLEEN STOUGHTON | Board Member | — | ||
| LISA MILLER | Secretary | — | ||
| KEN CARIFFE | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH KLOCHKO | Executive Dir. | 11.4% of Rev | ||
| VIVIENNE ESRIG | Board Member | 6.8% of Rev | ||
| JOHN MULLEN | Board President | — | ||
| JOHN DOELLSTEDT | Board Member | — | ||
| SUDA HOUSE | Board Member | — | ||
| CLAUDIA SALAZAR | Board Member | — | ||
| RICHARD OPPER | Board Member | — | ||
| CHRISTOPHER KOZO | Board Member | — | ||
| LAWRENCE FRIEDMAN | Board Member | — | ||
| STEPHANIE BERGSMA | Board President | — | ||
| LISA BROCKMAN | Treasurer | — | ||
| MARY-ROSE MUELLER | Board Member | — | ||
| KATHLEEN STOUGHTON | Board Member | — | ||
| PATRICIA JUDD | Board Member | — | ||
| LISA MILLER | Secretary | — | ||
| MERRY CRISTIANI | Board Member | — | ||
| KEN CARIFFE | Board Member | — | ||
| REGINALD JONES | Board Member | — | ||
| YITAH LEE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH KLOCHKO | Executive Dir. | 11.6% of Rev | ||
| VIVIENNE ESRIG | Board Member | 7.7% of Rev | ||
| JOHN MULLEN | Board President | — | ||
| JON DOELLSTEDT | Board Member | — | ||
| SUDA HOUSE | Board Member | — | ||
| CHRIS KOZO | Board Member | — | ||
| RICHARD OPPER | Board President | — | ||
| DOUG SAIN | Board Member | — | ||
| JEFFREY RESSLER | Board Member | — | ||
| RON FRIEDMAN | Board Member | — | ||
| STEPHANIE BERGSMA | Secretary | — | ||
| LISA BROCKMAN | Treasurer | — | ||
| LAURA GALINSON | Board Member | — | ||
| MARY-ROSE MUELLER | Board Member | — | ||
| KATHLEEN STOUGHTON | Board Member | — | ||
| PAT JUDD | Board Member | — | ||
| LISA MILLER | Board Member | — | ||
| MERRY CRISTIANI | Board Member | — | ||
| KEN A CARIFFE | Board Member | — | ||
| REGINALD JONES | Board Member | — | ||
| YITAH LEE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
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 41 → 40 over 5 years (declining by 1 points).
What's driving this score
- Comp-to-revenue ratio of 35.8% 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 35.8% to under 22% of revenue — would move governance score by ~28 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.