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 | 12.1% | 41 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 11.5% | 45 | Fragile | Decline Risk | |
| 2021 | — | — | 8.9% | 54 | Fragile | Recovery | |
| 2020 | — | — | 9.5% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 10.0% | 30 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 11.0% | 39 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 8.7% | 40 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 8.5% | 48 | Fragile | Recovery | |
| 2015 | — | — | 12.2% | 39 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 13.4% | 41 | Financially Distressed | Recovery | |
| 2013 | — | — | 17.1% | 41 | Fragile | Stable Watch | |
| 2012 | — | — | 24.9% | 37 | Fragile | Gov Risk |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBRA PFLUGHOEFT-HASSET | Executive Director | 11.9% of Rev | ||
| BECCA BAUMBACH | Secretary | — | ||
| MARK SCHILL | Board Member | — | ||
| JULIE RYGG | Board President | — | ||
| BRYAN SCHOLLER | Treasurer | — | ||
| DONNA SMITH | Board President | — | ||
| HAL GERSHMAN | Board Member | — | ||
| KRISTI HALL-JIRAN | Board Member | — | ||
| JAMIE LUNSKI | Board Member | — | ||
| MAUREEN STORSTAD | Board Member | — | ||
| JONATHAN HOLTHI | Board President | — | ||
| KATHLEEN COUDLE-KING | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Debra Pflughoeft-Hasset | Executive Director | 9.4% of Rev | ||
| Donna Smith | Board President | — | ||
| Julie Rygg | Board President | — | ||
| Bryan Scholler | Treasurer | — | ||
| Hal Gershman | Board Member | — | ||
| Kathleen Coudle-King | Board Member | — | ||
| Jamie Lunski | Board Member | — | ||
| Mark Schill | Board Member | — | ||
| Tami Vigness | Board Member | — | ||
| Korrie Wenzel | Board Member | — | ||
| Kristi Hall-Jiran | Board Member | — | ||
| Jonathan Holth | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Emily Montgomery | Executive Director | 5.8% of Rev | ||
| Debra Pflughoeft-Hasset | Executive Director | 5.0% of Rev | ||
| Jonathan Holth | Board President | — | ||
| Donna Smith | Board President | — | ||
| Bryan Scholler | Treasurer | — | ||
| Hal Gershman | Board Member | — | ||
| Julie Rygg | Board Member | — | ||
| Jamie Lunski | Board Member | — | ||
| Misty Paul | Board Member | — | ||
| Shannon Mikula | Board Member | — | ||
| Tami Vigness | Board Member | — | ||
| Korrie Wenzel | Board Member | — | ||
| Kristi Hall-Jiran | Board Member | — | ||
| Brett Olson | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 11 other orgs in ND with NTEE prefix A2.
Most-divergent component: program score sits 21 points above the peer median (45 vs. 24).
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 30 → 41 over 5 years (improving by 11 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 12.1% 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:
- 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.