Acute Resource Divergence
Acute Resource Divergence
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Realignment
Institutional Health Scores
5-yr trend: Acute Resource Divergence ↑
Overall
31
Score
Governance
50
Score
Financial
5
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Resource Divergence
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | — | — | 10.8% | 31 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 8.5% | 44 | Fragile | Stable Watch | |
| 2022 | — | — | 7.2% | 44 | Fragile | Recovery | |
| 2021 | — | — | 19.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 14.7% | 33 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 15.4% | 25 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 11.0% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 15.0% | 25 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 12.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 10.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 12.1% | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 11.3% | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| IAN JESSEE | ED, STARTED | 10.8% of Rev | ||
| T HOGAN HAAS | ED, RESIGNED | 0.3% of Rev | ||
| LARRY TWEEL | Board President | — | ||
| SHARON DENNING | PAST PRESIDE | — | ||
| LENORA SUTPHIN | 1ST VICE PRE | — | ||
| BRANDI BEASLEY | 2ND VICE PRE | — | ||
| DEBBIE LEWIS | Treasurer | — | ||
| NAUSHA CAMPBELL | Secretary | — | ||
| DR MAURICE MUFSON | EMERITUS | — | ||
| PAT BERTOIA | EMERITUS | — | ||
| JAMES MORGAN | EMERITUS | — | ||
| ANN SPEER | EMERITUS | — | ||
| CAM BRAMMER | Board Member | — | ||
| LEE CANUP | Board Member | — | ||
| JOE CHAPMAN | Board Member | — | ||
| MICHAEL CHIRICO | Board Member | — | ||
| MARGARET PEG DOYLE | Board Member | — | ||
| GEOFFREY FLEMING | Board Member | — | ||
| PRYCE HAYNES III | Board Member | — | ||
| BENJAMIN HAWKEY | Board Member | — | ||
| KAYLIN JORGE | Board Member | — | ||
| THOMAS KLEIN | Board Member | — | ||
| ROBERT KOPP | Board Member | — | ||
| CINDY KRANTZ | Board Member | — | ||
| BEN MILLER | Board Member | — | ||
| SPENCER MURPHY | Board Member | — | ||
| LELAND STEELE | Board Member | — | ||
| ED VINCENT | Board Member | — | ||
| KYM YORK-BLAKE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| T HOGAN HAAS | ED, RESIGNED | 11.4% of Rev | ||
| IAN JESSEE | ED, STARTED | 1.0% of Rev | ||
| LARRY TWEEL | Board President | — | ||
| SHARON DENNING | PAST PRESIDE | — | ||
| LENORA SUTPHIN | 1ST VICE PRE | — | ||
| BRANDI BEASLEY | 2ND VICE PRE | — | ||
| JAY PORTER | Treasurer | — | ||
| NAUSHA CAMPBELL | Secretary | — | ||
| DR MAURICE MUFSON | EMERITUS | — | ||
| PAT BERTOIA | EMERITUS | — | ||
| JAMES MORGAN | EMERITUS | — | ||
| ANN SPEER | EMERITUS | — | ||
| CAM BRAMMER | Board Member | — | ||
| JOE CHAPMAN | Board Member | — | ||
| GEOFFREY FLEMING | Board Member | — | ||
| JEAN HAMILTON | Board Member | — | ||
| PRYCE HAYNES III | Board Member | — | ||
| BENJAMIN HAWKEY | Board Member | — | ||
| JOEL JONES | Board Member | — | ||
| SHAWN JORDAN | Board Member | — | ||
| ROBERT KOPP | Board Member | — | ||
| BEN MILLER | Board Member | — | ||
| SPENCER MURPHY | Board Member | — | ||
| GEORGANN RUBY | Board Member | — | ||
| LELAND STEELE | Board Member | — | ||
| CHRIS TATUM | Board Member | — | ||
| DON VAN HORN | Board Member | — | ||
| KYM YORK-BLAKE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| T HOGAN HAAS | EXECUTIVE DI | 13.0% of Rev | ||
| DAVID PITTENGER | Board Member | — | ||
| JEFFERY PORTER | Treasurer | — | ||
| VERONICA RADCLIFF | Board Member | — | ||
| GEORGANN RUBY | Board Member | — | ||
| ANN SPEER | EMERITUS | — | ||
| LELAND STEELE | Board Member | — | ||
| LENORA SUTPHIN | SECOND VICE | — | ||
| CHRIS TATUM | Board Member | — | ||
| LARRY TWEEL | FIRST VICE P | — | ||
| KYM YORK-BLAKE | Board Member | — | ||
| BRANDI BEASLEY | Board Member | — | ||
| PAT BERTOIA | EMERITUS | — | ||
| CAM BRAMMER | Board Member | — | ||
| NAUSHA CAMPBELL | Secretary | — | ||
| JOE CHAPMAN | Board Member | — | ||
| SHARON DENNING | Board President | — | ||
| GEOFFREY FLEMING | Board Member | — | ||
| JEAN HAMILTON | Board Member | — | ||
| BENJAMIN HAWKEY | Board Member | — | ||
| DON VAN HORN | Board Member | — | ||
| PRYCE HAYNES III | Board Member | — | ||
| JOEL JONES | Board Member | — | ||
| SHAWN JORDON | Board Member | — | ||
| ROBERT KOPP | Board Member | — | ||
| TONI MADDEN | Board Member | — | ||
| BEN MILLER | Board Member | — | ||
| JAMES MORGAN | EMERITUS | — | ||
| DR MAURICE MUFSON | EMERITUS | — | ||
| SPENCER MURPHY | Board Member | — |
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Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
31 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 12 other orgs in WV with NTEE prefix A6.
Most-divergent component: financial score sits 46 points below the peer median (5 vs. 51).
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 33 → 31 over 5 years (declining by 2 points).
What's driving this score
- Comp-to-revenue ratio of 10.8% 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:
- 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.