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 | — | — | 12.2% | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 11.1% | 44 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 9.2% | 54 | Fragile | Recovery | |
| 2020 | — | — | 14.3% | 40 | Fragile | Recovery | |
| 2019 | — | — | 9.2% | 38 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 7.0% | 44 | Fragile | Recovery | |
| 2017 | — | — | 13.6% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 18.3% | 37 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 17.4% | 41 | Fragile | Recovery | |
| 2014 | — | — | 20.5% | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 23.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 8.8% | 40 | Financially Distressed | Recovery | |
| 2011 | — | — | 25.9% | 36 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TIM LONG | Executive Director | 12.3% of Rev | ||
| ERIC CANALES | Board President | — | ||
| JULIENNE GREER | Secretary | — | ||
| LEWIS SCHWARTZ | Treasurer | — | ||
| LAUREN ALBRECHT | Board Member | — | ||
| SHARON GREENSTONE | Board Member | — | ||
| ASHLEIGH HERRON | Board Member | — | ||
| KRISTEN MCCURDY | Board Member | — | ||
| AMETHYST SLOANE | Board Member | — | ||
| BRUCE WEINER | Board Member | — | ||
| JEREMY DAVIS | Board Member | — | ||
| BLAKE LENZ | Board Member | — | ||
| LANA HOOVER | Board Member | — | ||
| TAYLOR STANIFORTH | Board Member | — | ||
| ASHLEY WHITE | Board Member | — | ||
| DANIEL MARDONES | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TIM LONG | Executive Director | 11.0% of Rev | ||
| BARBARA WYATT | Board President | — | ||
| ASHLEIGH HERRON | Board President | — | ||
| SHEY THOMPSON | Secretary | — | ||
| LAUREN ALBRECHT | Board Member | — | ||
| ERIC CANALES | Board Member | — | ||
| SHARON GREENSTONE | Board Member | — | ||
| JUSTON HOLT | Board Member | — | ||
| SCOTT KIRK | Board Member | — | ||
| KRISTEN MCCURDY | Board Member | — | ||
| BRUCE WEINER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TIM LONG | Executive Director | 10.4% of Rev | ||
| CATHERINE RUDE | Board President | — | ||
| SCOTT KIRK | Board President | — | ||
| SHEY THOMPSON | Secretary | — | ||
| KAWANA MOORE | Treasurer | — | ||
| LAUREN ALBRECHT | Board Member | — | ||
| ERIC CANALES | Board Member | — | ||
| ALEX CANALES | Board Member | — | ||
| SHARON GREENSTONE | Board Member | — | ||
| ASHLEIGH HERRON | Board Member | — | ||
| JUSTON HOLT | Board Member | — | ||
| KAREN KIRK | Board Member | — | ||
| SCOTT KIRK | Board Member | — | ||
| KRISTEN MCCURDY | Board Member | — | ||
| MONTY PHILLIPS | Board Member | — | ||
| BRUCE WEINER | Board Member | — | ||
| BARBARA WYATT | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 133 other orgs in TX with NTEE prefix A6.
Most-divergent component: program score sits 27 points above the peer median (60 vs. 33).
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 12.2% 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:
- 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.