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 | — | — | 56.7% | 23 | Critical Intervention Needed | Gov Risk | |
| 2022 | Hidden | Hidden | 36.6% | 34 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 24.2% | 36 | Governance-Stressed | Recovery | |
| 2019 | — | — | 37.2% | 27 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 39.5% | 29 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 37.3% | 29 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 32.7% | 33 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 39.4% | 21 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 15.9% | 35 | Fragile | Recovery | |
| 2013 | — | — | 23.6% | 23 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 26.6% | 24 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 24.3% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Bonnie Loukus | Board Member | 28.6% of Rev | ||
| Cynthia Cote | Executive Director | 19.7% of Rev | ||
| Mat Moore | Board Member | — | ||
| Ellen R Campbell | Treasurer | — | ||
| Stephanie Carpenter | Board President | — | ||
| Ian Raymond | Board Member | — | ||
| Beth Cook | Board Member | — | ||
| Susanna Peters | Board President | — | ||
| Linda Lohmann | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Cynthia Cote | Executive Director | 30.8% of Rev | ||
| Meg Pachmayer | Board Member | — | ||
| Susanna Peters | Board Member | — | ||
| John Arnold | Board Member | — | ||
| Lana Skubick | Board Member | — | ||
| Lynn Lohmann | Board Member | — | ||
| Stephanie Carpenter | Board President | — | ||
| Kris Raisanen Schourek | Secretary | — | ||
| Ellen Campbell | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 6 other orgs in MI with NTEE prefix A4.
Most-divergent component: financial score sits 28 points below the peer median (10 vs. 38).
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 56.7% 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 56.7% 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.