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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 34.6% | 27 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 30.8% | 32 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 26.5% | 48 | Governance-Stressed | Recovery | |
| 2020 | — | — | — | 49 | Fragile | Decline Risk | |
| 2019 | — | — | — | 51 | Fragile | Stable Watch | |
| 2018 | — | — | — | 51 | Fragile | Stable Watch | |
| 2017 | — | — | — | 51 | Fragile | Recovery | |
| 2016 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Stable Watch | |
| 2014 | — | — | — | 47 | Fragile | Recovery | |
| 2013 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joan Clifford | Executive Director | 22.0% of Rev | ||
| Kevin Dambruch | Board President | — | ||
| Scott Love | Treasurer | — | ||
| Anne McIntyre | Board Member | — | ||
| Dennis O'Brien | Board Member | — | ||
| Maureen Peterson | Board Member | — | ||
| Christine Schoettle | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joan Clifford | Board Member | 16.2% of Rev | ||
| Maureen Peterson | Secretary | — | ||
| Kevin Dambruch | Board President | — | ||
| Dennis O'Brien | Board Member | — | ||
| Scott Love | Treasurer | — | ||
| Christine Schoettle | Board Member | — | ||
| Anne McIntyre | Board Member | — | ||
| Elizabeth Buchanan | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 54 other orgs in MA with NTEE prefix A2.
Most-divergent component: financial score sits 20 points below the peer median (15 vs. 35).
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.
Overall score has gone from 51 → 27 over 5 years (declining by 24 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 34.6% is above the 90th percentile for orgs of this size (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 34.6% to under 22% of revenue — would move governance score by ~25 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.