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 | 62.0% | 17 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 46.6% | 22 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 38.1% | 28 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 51 | Fragile | Recovery | |
| 2017 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 51 | Fragile | Recovery | |
| 2015 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 51 | Fragile | Stable Watch | |
| 2013 | — | — | — | 51 | Fragile | Stable Watch | |
| 2012 | — | — | — | 47 | Fragile | Recovery | |
| 2011 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEAN ST JOHN | Executive Director | 21.8% of Rev | ||
| STEVE ROENKER | Board Member | 13.3% of Rev | ||
| ERIN ROLL | Board President | — | ||
| MATT CURREN | Treasurer | — | ||
| TINA DYEHOUSE | Secretary | — | ||
| GRACE ROYALTY | Board President | — | ||
| NICOLETTE J VAN DER KLAAUW | Board Member | — | ||
| CECILIA TIO | Board Member | — | ||
| MELISSA VOLCK | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEAN ST JOHN | Executive Director | 31.0% of Rev | ||
| STEVE ROENKER | Board Member | 16.7% of Rev | ||
| GRACE ROYALTY | Board President | — | ||
| MATT CURREN | Treasurer | — | ||
| CECILIA TIO | Board Member | — | ||
| NICOLETTE J VAN DER KLAAUW | Board Member | — | ||
| ANGELA FOGERTY | Board Member | — | ||
| ERIN ROLL | Board Member | — | ||
| TINA DYEHOUSE | Board Member | — | ||
| MELISSA VOLCK | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEAN ST JOHN | Executive Director | 42.4% of Rev | ||
| STEVE ROENKER | Board Member | 21.7% of Rev | ||
| GRACE ROYALTY | Board President | — | ||
| MINET WILLIAMSON | Secretary | — | ||
| JOHN MORRIS | Treasurer | — | ||
| JARROD ELLIOT | Board Member | — | ||
| MONISHA HOUSE | Board Member | — | ||
| NICOLETTE J VAN DER KLAAUW | Board Member | — | ||
| ANGELA FOGERTY | Board Member | — | ||
| COLLEEN MCINTEE | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEAN ST JOHN | Executive Director | 39.5% of Rev | ||
| STEVE ROENKER | Board Member | 19.6% of Rev | ||
| GRACE ROYALTY | Board President | — | ||
| MINET WILLIAMSON | Secretary | — | ||
| JOHN MORRIS | Treasurer | — | ||
| JARROD ELLIOT | Board Member | — | ||
| MONISHA HOUSE | Board Member | — | ||
| JEFFERSON CM KISOR | Board Member | — | ||
| ERIN ROLL | Board Member | — | ||
| NICOLETTE J VAN DER KLAAUW | Board Member | — | ||
| ANGELA FOGERTY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 91 other orgs in KY with NTEE prefix A6.
Most-divergent component: financial score sits 55 points below the peer median (0 vs. 55).
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 62.0% is well above the sector's 90th percentile (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 62.0% 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.