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 | — | — | 58.6% | 27 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 61.2% | 40 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 50.4% | 40 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | — | 43 | Fragile | Recovery | |
| 2019 | — | — | — | 45 | Fragile | Stable Watch | |
| 2018 | — | — | — | 45 | Fragile | Stable Watch | |
| 2017 | — | — | — | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 41 | Fragile | Recovery | |
| 2015 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 43 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Linda Brown | Board Member | 28.4% of Rev | ||
| Karen Bourgaize | Board Member | 24.2% of Rev | ||
| Edward Sywulka | Accompanist | 6.1% of Rev | ||
| Cheryl Markel | Treasurer | — | ||
| Amy Boteilho | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Linda Brown | Board Member | 28.6% of Rev | ||
| Linda Brown | Board Member | 26.2% of Rev | ||
| Karen Bourgaize | Board Member | 24.3% of Rev | ||
| Karen Bourgaiz | Board Member | 21.0% of Rev | ||
| Edward Sywulka | Accompanist | 6.1% of Rev | ||
| Edward Sywulka | Accompanist | 5.3% of Rev | ||
| Cheryl Markel | Treasurer | — | ||
| Amy Boteilho | Board President | — | ||
| Cheryl Markel | Board President | — | ||
| Joe Moore | Board Member | — | ||
| Edna Moore | Fundraising Officer | — |
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 16 points below the peer median (15 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.
What's driving this score
- Comp-to-revenue ratio of 58.6% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 58.6% to under 22% of revenue — would move governance score by ~40 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.