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 | Hidden | Hidden | 20.1% | 36 | Fragile | Gov Risk | |
| 2022 | — | — | 12.1% | 43 | Fragile | Recovery | |
| 2021 | — | — | 15.7% | 53 | Fragile | Recovery | |
| 2020 | — | — | — | 51 | Fragile | Recovery | |
| 2019 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| IRINA BOGDANOVA | VICE PRESIDE | 3.4% of Rev | ||
| MARIANNA CHEBOTARYOVA | BOARD PRESID | 3.4% of Rev | ||
| ERA POGOSOVA-AGADJANYA | BOARD SECRET | 3.4% of Rev | ||
| YELENA CAMIEL | BOARD TREAUR | — | ||
| ARTHUR AGADJANYAN | Board Member | — | ||
| ALEXANDER BAGDASAROV | Board Member | — | ||
| INNA GRISHINA | Board Member | — | ||
| MAX KOROTKIY | Board Member | — | ||
| ANASTASIA PODLAZOVA | Board Member | — | ||
| IRINA ROJKOVA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Marianna Chebotaryova | Artistic Director | 2.0% of Rev | ||
| Irina Bogdanova | Board President | 2.0% of Rev | ||
| Era Pogosova-Agadjanyan | Secretary | 2.0% of Rev | ||
| Yelena Camiel | Treasurer | — | ||
| Anastasiya Podlazova | Board Member | — | ||
| Alex Bagdasarov | Board Member | — | ||
| Irina Rojkova | Board Member | — | ||
| Inna Grishina | Board Member | — | ||
| Arthur Agadjanyan | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 235 other orgs in WA with NTEE prefix A6.
Most-divergent component: program score sits 13 points above the peer median (45 vs. 32).
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 43 → 36 over 5 years (declining by 7 points).
What's driving this score
- Comp-to-revenue ratio of 20.1% 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.