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 | — | — | 61.8% | 19 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 30.8% | 27 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 41.7% | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 38.7% | 27 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 20.4% | 30 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 13.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 22.3% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 9.9% | 36 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 45 | Fragile | Recovery | |
| 2014 | — | — | — | 41 | Fragile | Decline Risk | |
| 2013 | — | — | — | 51 | Fragile | Stable Watch | |
| 2012 | — | — | — | 47 | Fragile | Decline Risk | |
| 2011 | — | — | — | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBYN WATSON | EXECUTIVE DI | 46.8% of Rev | ||
| TANA AARDAL | Treasurer | — | ||
| KYLE JOHNSON | CHAIRMAN OF | — | ||
| FRANK MEYER | Board President | — | ||
| PEGGY WALKER-THOMPKINS | Secretary | — | ||
| ART BRUEGGEMAN | Board Member | — | ||
| LESLIE DOHENY-HANKS | Board Member | — | ||
| SUZY CARTER ORB | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBYN WATSON | EXECUTIVE DI | 54.0% of Rev | ||
| TRUDI SCHNEIDER | Treasurer | — | ||
| KYLE JOHNSON | Executive Director | — | ||
| FRANK MEYER | Board President | — | ||
| KAREN DUNN | Secretary | — | ||
| PATRICIA DARMAN | Board Member | — | ||
| DENNIS DUNN | Board Member | — | ||
| LESLIE DOHENY-HANKS | Board Member | — | ||
| SUZY CARTER ORB | Board Member | — | ||
| PHEBE THORNE | Board Member | — | ||
| MARY ANN UNDERWOOD | Board Member | — | ||
| ANITA WEISSBERG | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBYN WATSON | EXECUTIVE DI | 57.9% of Rev | ||
| PATRICIA DARMAN | Board Member | — | ||
| DENNIS DUNN | Board Member | — | ||
| SUZY CARTER ORB | Board Member | — | ||
| MARY ANN UNDERWOOD | Board Member | — | ||
| KYLE JOHNSON | Executive Director | — | ||
| FRANK MEYER | Board President | — | ||
| TRUDI SCHNEIDER | Treasurer | — | ||
| PHEBE THORNE | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBYN WATSON | EXECUTIVE DI | 54.0% of Rev | ||
| PATRICIA DARMAN | Board Member | — | ||
| DENNIS DUNN | Board Member | — | ||
| SUZY CARTER ORB | Board Member | — | ||
| MARY ANN UNDERWOOD | Board Member | — | ||
| STEVE CROWE | Treasurer | — | ||
| KYLE JOHNSON | Executive Director | — | ||
| FRANK MEYER | Board President | — | ||
| PHEBE THORNE | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 17 other orgs in ID with NTEE prefix A6.
Most-divergent component: financial score sits 24 points below the peer median (5 vs. 29).
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 61.8% is well above the sector's 90th percentile (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 61.8% to under 22% of revenue — would move governance score by ~40 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.