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 | 11.5% | 55 | Governance-Stressed | Recovery | |
| 2023 | Hidden | Hidden | 10.8% | 47 | Governance-Stressed | Gov Risk | |
| 2022 | Hidden | Hidden | 5.4% | 71 | Fragile | Recovery | |
| 2021 | Hidden | Hidden | 3.2% | 63 | Stable | Decline Risk | |
| 2020 | Hidden | Hidden | 4.7% | 70 | Stable | Decline Risk | |
| 2019 | Hidden | Hidden | 6.4% | 73 | Stable | Stable Watch | |
| 2018 | Hidden | — | — | 56 | Governance-Stressed | Recovery | |
| 2017 | Hidden | — | — | 53 | Governance-Stressed | Gov Risk | |
| 2016 | Hidden | — | — | 63 | Governance-Stressed | Recovery | |
| 2015 | Hidden | — | — | 59 | Governance-Stressed | Gov Risk | |
| 2014 | Hidden | — | — | 58 | Governance-Stressed | Gov Risk | |
| 2013 | Hidden | — | — | 63 | Governance-Stressed | Recovery | |
| 2012 | Hidden | — | — | 62 | Governance-Stressed | Gov Risk | |
| 2011 | Hidden | — | — | 66 | Governance-Stressed | Recovery | |
| 2010 | Hidden | — | — | 58 | Governance-Stressed | Gov Risk |
Officer compensation history
No IRS 990 Part VII compensation data available for this organization.
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 3 other orgs in NM with NTEE prefix A5.
Most-divergent component: financial score sits 18 points above the peer median (80 vs. 62).
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 70 → 55 over 5 years (declining by 15 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 11.5% sits within the sector's healthy band (18–22%).
- Archuleta, Alicyn holds 5 distinct authority roles, which creates concentration risk.
- Governance score is in the bottom quartile of the sector, typically driven by compensation concentration or related authority clustering.
- Sustained governance decline: score fell from 67 to 25 across 4 years — a multi-year pattern, not a single bad filing.
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).
Improving governance is a board decision. These are the levers.