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
39
Score
Governance
42
Score
Financial
40
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
Financial Era
Governance Era
Trajectory Era
Resource Divergence
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 12.1% | 46 | Fragile | Decline Risk | |
| 2021 | — | — | 7.5% | 52 | Fragile | Gov Risk | |
| 2020 | — | — | 20.2% | 36 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 18.7% | 36 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 13.7% | 39 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 18.0% | 40 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 14.0% | 43 | Fragile | Decline Risk | |
| 2015 | — | — | 18.2% | 42 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 9.5% | 52 | Fragile | Gov Risk | |
| 2013 | — | — | 3.8% | 55 | Fragile | Stable Watch | |
| 2012 | — | — | 8.3% | 54 | Fragile | Stable Watch | |
| 2011 | — | — | 6.3% | 54 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARA MAUPIN | Executive Dir. | 16.0% of Rev | ||
| AGATA CZOPEK | Executive Director | 9.1% of Rev | ||
| JOHN D LASKOWSKI | Board Member | — | ||
| JUDY FASNACHT | Board Member | — | ||
| JAMES NACE | Treasurer | — | ||
| JOHN ULSH | Board Member | — | ||
| PAM KEEFER | Board Member | — | ||
| RAYMOND ENDERS | Board Member | — | ||
| ERIN MARGERUM | Board Member | — | ||
| DAVE KUTZ | Board Member | — | ||
| TIM TRAVITZ | Board Member | — | ||
| CHRIS RAMSEY | Board President | — | ||
| TRUDY WITHERS | Secretary | — | ||
| RICK CALLA | Board Member | — | ||
| EDWARD BLACK | Board President | — | ||
| MARILYN KAUFFMAN | Board Member | — | ||
| STEPHEN SMITH | Board Member | — | ||
| MARK HIPP | Board President | — | ||
| CALVIN DUBROCK | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN P BOOTH | Executive Dir. | 22.3% of Rev | ||
| JOHN LASKOWSKI | Board Member | — | ||
| MARYLIN KAUFFMAN | Board Member | — | ||
| MARK HIPP | Board President | — | ||
| BOB GOOD | Board Member | — | ||
| PAM KEEFER | Board Member | — | ||
| RAY ENDERS | Board Member | — | ||
| ERIN MARGERUM | Board Member | — | ||
| JAMES NACE | Treasurer | — | ||
| BRAD FABER | Board Member | — | ||
| CHRIS RAMSEY | Board President | — | ||
| BRIAN HINKLE | Board Member | — | ||
| TRUDY WITHERS | Secretary | — | ||
| CALVIN DUBROCK | Board Member | — | ||
| RICK CALLA | Board Member | — | ||
| EDWARD BLACK | Board President | — | ||
| STEPHEN SMITH | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN P BOOTH | Executive Dir. | 20.3% of Rev | ||
| JOHN LASKOWSKI | Board Member | — | ||
| J BRUCE WALTER | Secretary | — | ||
| MARYLIN KAUFFMAN | Board President | — | ||
| MARK HIPP | Board Member | — | ||
| GREG BILLOW | Board Member | — | ||
| BOB GOOD | Board Member | — | ||
| PAM KEEFER | Board Member | — | ||
| RAY ENDERS | Board Member | — | ||
| ERIN MARGERUM | Board Member | — | ||
| JAMES NACE | Treasurer | — | ||
| BRAD FABER | Board President | — | ||
| CHRIS RAMSEY | Board Member | — | ||
| BRIAN HINKLE | Board Member | — | ||
| TRUDY WITHERS | Board Member | — | ||
| CALVIN DUBROCK | Board Member | — | ||
| RICK CALLA | Board Member | — | ||
| ED BLACK | Board President | — | ||
| STEPHEN SMITH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN P BOOTH | Executive Dir. | 21.2% of Rev | ||
| JOHN LASKOWSKI | Board Member | — | ||
| J BRUCE WALTER | Secretary | — | ||
| MARYLIN KAUFFMAN | Board President | — | ||
| MARK HIPP | Board Member | — | ||
| R SCOTT SWARTZ | Board President | — | ||
| BOB GOOD | Board Member | — | ||
| GLENN HAFER | Board Member | — | ||
| DAVID TROUTMAN | Board Member | — | ||
| JAMES NACE | Board Member | — | ||
| BRAD FABER | Board President | — | ||
| CHRIS RAMSEY | Board Member | — | ||
| BRIAN HINKLE | Board Member | — | ||
| NATALIE FALATEK | Treasurer | — | ||
| ED BLACK | Board Member | — | ||
| TRISH FOULKROD | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
40 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
39 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in PA for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 38.7% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 38.7% to under 22% of revenue — would move governance score by ~33 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.