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 | 17.7% | 33 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 14.5% | 45 | Fragile | Recovery | |
| 2021 | — | — | 21.3% | 37 | Financially Distressed | Recovery | |
| 2020 | — | — | 21.8% | 33 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 13.4% | 35 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 45 | Fragile | Recovery | |
| 2017 | — | — | 28.0% | 36 | Fragile | Gov Risk | |
| 2016 | — | — | 25.9% | 36 | Fragile | Gov Risk | |
| 2015 | — | — | 14.2% | 39 | Fragile | Recovery | |
| 2014 | — | — | 25.2% | 32 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 27.1% | 32 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 30.0% | 26 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 47.3% | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONALD LONCASTY | EXECUTIVE DI | 17.7% of Rev | ||
| SCOTT FRANCIS | Board Member | — | ||
| TRUDY GABRIEL | Board Member | — | ||
| TROY LILLEBO | Board Member | — | ||
| JIM BLAIR | Secretary | — | ||
| SCOTT BOSWELL | Board President | — | ||
| JONATHAN THOMAS | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONALD LONCASTY | EXECUTIVE DI | 15.4% of Rev | ||
| DONALD LONCASTY | Executive Director | 14.7% of Rev | ||
| SCOTT FRANCIS | Board Member | — | ||
| TRUDY GABRIEL | Board Member | — | ||
| TROY LILLEBO | Board Member | — | ||
| URSULA TERRASI | Board Member | — | ||
| JIM BLAIR | Secretary | — | ||
| SCOTT BOSWELL | Board President | — | ||
| JONATHAN THOMAS | Treasurer | — | ||
| SCOTT BOSWELL | Board President | — | ||
| NANCY THIESSEN | Board President | — | ||
| JIM BLAIR | Secretary | — | ||
| SCOTT FRANCIS | Board Member | — | ||
| URSULA TERRASI | Treasurer | — | ||
| TROY LILLEBO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONALD LONCASTY | Executive Director | 16.8% of Rev | ||
| SCOTT BOSWELL | Board President | — | ||
| NANCY THIESSEN | Board President | — | ||
| JIM BLAIR | Secretary | — | ||
| SCOTT FRANCIS | Board Member | — | ||
| URSULA TERRASI | Treasurer | — | ||
| TROY LILLEBO | Board Member | — | ||
| MISSY WHEELER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 105 other orgs in MO with NTEE prefix A6.
Most-divergent component: financial score sits 23 points below the peer median (15 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 17.7% 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:
- 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.