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 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 23.9% | 22 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 25.1% | 40 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 17.3% | 42 | Fragile | Decline Risk | |
| 2019 | — | — | — | 49 | Fragile | Recovery | |
| 2018 | — | — | — | 37 | Fragile | Decline Risk | |
| 2017 | — | — | — | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 37 | Fragile | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIKE SISSON | Board Member | — | ||
| VICKY BERRY | Board Member | — | ||
| RICHARD JANISSE | Treasurer | — | ||
| NANCY KUHN | Secretary | — | ||
| ARIN LEVER | Board Member | — | ||
| MICHAEL HANNLEY | Board President | — | ||
| JULIE BOTTUMS | Board Member | — | ||
| NANCY KUHN | Secretary | — | ||
| ARIN LEVER | Board Member | — | ||
| MICHAEL HANNLEY | Board President | — | ||
| MIKE SISSON | Board Member | — | ||
| VICKY BERRY | Board Member | — | ||
| RICHARD JANISSE | Treasurer | — | ||
| JULIE BOTTUM | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIE BOTTUM | Executive Dir. | 23.9% of Rev | ||
| SYLVIA MEDINA | Board President | — | ||
| NANCY KUHN | Secretary | — | ||
| MARANDA JOHNSON | Board Member | — | ||
| ARIN LEVER | Board Member | — | ||
| MICHAEL HANLEY | Board Member | — | ||
| MIKE SISSON | Board Member | — | ||
| VICKY BERRY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA HODGE | Executive Director | 9.9% of Rev | ||
| JULIE BOTTUM | Executive Director | 9.4% of Rev | ||
| SARAH TAYLOR | Board President | — | ||
| CHRISTOFFER MASI | Board President | — | ||
| NANCY KUHN | Secretary | — | ||
| EDIE SELLARS | Treasurer | — | ||
| TARA ALLEN | Board Member | — | ||
| MIKE HANNLEY | Board Member | — | ||
| PENNY SMITH | Board Member | — | ||
| KAREN SYKES | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA HODGE | EXECUTIVE DI | 10.4% of Rev | ||
| HOLLY WIELKOSZEWSKI | Board President | — | ||
| NANCY KUHN | Secretary | — | ||
| WHITNE DONEEN | Treasurer | — | ||
| BEVERLY FERGUSON | Board Member | — | ||
| SARAH TAYLOR | Board Member | — | ||
| MONIQUE KLEINHANS | Board Member | — | ||
| KAREN SYKES | Board Member | — | ||
| KAROL FONTEYNE | Board Member | — | ||
| KYLE STETLER | Board Member | — | ||
| DAX VANFOSSEN | Board Member | — | ||
| JEANNETTE ROSENBERG | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in MT 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 23.9% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.