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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 27.4% | 38 | Fragile | Gov Risk | |
| 2022 | Hidden | Hidden | 20.4% | 39 | Fragile | Gov Risk | |
| 2021 | — | — | 7.7% | 50 | Fragile | Recovery | |
| 2020 | — | — | 7.0% | 44 | Fragile | Recovery | |
| 2019 | — | — | 17.3% | 27 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 9.2% | 30 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 8.6% | 30 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 10.6% | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 12.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 13.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 14.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 12.2% | 29 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 15.1% | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Darice Pauselius | Executive Director | 27.4% of Rev | ||
| Darice Pauselius | Executive Director | — | ||
| Malia Kasperkevic | Board President | — | ||
| Rachel Keslosky | Secretary | — | ||
| Julie Golin | Treasurer | — | ||
| Jill Howell | Board Member | — | ||
| Sarah Lamade | Board Member | — | ||
| Teagan Turrell | Board Member | — | ||
| Malia Kasperkevic | Board President | — | ||
| Rachel Keslosky | Secretary | — | ||
| Julie Golin | Treasurer | — | ||
| Jill Howell | Board Member | — | ||
| Sarah Lamade | Board Member | — | ||
| Teagan Turrell | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT MOSES | Board President | — | ||
| BROOKE LANGDON | Secretary | — | ||
| BARBARA FREDERICKS | Board Member | — | ||
| SUSAN RANDALL | Executive Direc | — | ||
| JULIE GOLIN | Treasurer | — | ||
| BRANDON HANKS | BOARD MEMBERS | — | ||
| ANN SEAGRAVES | Board Member | — | ||
| DARICE PAUSELIUS | BOOKKEEPER | — | ||
| MALIA KASPERCEVIK | Board Member | — | ||
| TASITHA GILBERT | ADMINISTRATION | — | ||
| SARAH LAMADE | Board Member | — | ||
| JAY PAULUKONIS | Board Member | — | ||
| SEAN TURRELL | Board Member | — | ||
| MARY ANN PAULUKONIS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN RANDALL | Executive Direc | 18.5% of Rev | ||
| TASSY GILBERT | ADMINISTRTOR | 11.4% of Rev | ||
| ROBERT MOSES | BOARDMEMBER | — | ||
| JIM EVANISKO | Board Member | — | ||
| BETSI BUZZELLI-CLARK | Board President | — | ||
| BRANDON JONES | Treasurer | — | ||
| THOMAS O'CONNOR | Board President | — | ||
| DULCE RIDDER | Board Member | — | ||
| JODY SINGER | Secretary | — | ||
| JACK SWERSIE | Board Member | — | ||
| SEAN TURRELL | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 295 other orgs in PA with NTEE prefix A6.
Most-divergent component: governance score sits 8 points below the peer median (42 vs. 50).
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 27.4% is modestly above the sector's healthy band (18–22%) — worth monitoring.
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).
- Reduce top-officer compensation from 27.4% to under 22% of revenue — would move governance score by ~11 points.
Improving governance is a board decision. These are the levers.