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 | 36.8% | 30 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 28.5% | 42 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 12.8% | 45 | Fragile | Recovery | |
| 2020 | — | — | 6.2% | 43 | Fragile | Recovery | |
| 2019 | — | — | 23.3% | 31 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 19.8% | 35 | Fragile | Gov Risk | |
| 2017 | — | — | 24.3% | 35 | Fragile | Gov Risk | |
| 2016 | — | — | 19.7% | 37 | Fragile | Stable Watch | |
| 2015 | — | — | 15.5% | 37 | Fragile | Decline Risk | |
| 2014 | — | — | — | 47 | Fragile | Decline Risk | |
| 2013 | — | — | 16.4% | 33 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 16.5% | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 16.2% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joella Oldfield | Executive Director | 20.4% of Rev | ||
| Karrie Morrison | Board President | 13.2% of Rev | ||
| Jeannie Johnson | Secretary | — | ||
| Carla Morrison | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joella Oldfield | Executive Director | 12.2% of Rev | ||
| Barbara Hiatt | Treasurer | — | ||
| Jeannie Johnson | Secretary | — | ||
| Karrie Morrison | Board President | — | ||
| Carla Morrison | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joella Oldfield | Executive Director | 2.2% of Rev | ||
| Karrie Morrison | Board President | 1.7% of Rev | ||
| Jeannie Johnson | Secretary | — | ||
| Barbara Hiatt | Treasurer | — | ||
| Carla Morrison | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 25 other orgs in WA with NTEE prefix A2.
Most-divergent component: financial score sits 23 points below the peer median (15 vs. 38).
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 31 → 30 over 5 years (declining by 1 points).
What's driving this score
- Comp-to-revenue ratio of 36.8% is above the 90th percentile for orgs of this size (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 36.8% to under 22% of revenue — would move governance score by ~30 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.