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 |
|---|---|---|---|---|---|---|---|
| 2022 | — | — | 96.5% | 9 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 15 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 17.7% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 1.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 11.2% | 30 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 13.3% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 11.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 6.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 5.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 4.0% | 35 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 4.2% | 35 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 3.4% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHEN SUNDERLIN | Board President | 96.5% of Rev | ||
| DEBORAH ADELMAN | Board President | — | ||
| NATALIE RICCIO | Treasurer | — | ||
| STEPHEN HAM | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHEN SUNDERLIN | Board President | 145.3% of Rev | ||
| STEPHEN SUNDERLIN | Board President | 22.5% of Rev | ||
| DEBORAH ADELMAN | Board President | — | ||
| NATALIE RICCIO | Treasurer | — | ||
| DEBORAH ADELMAN | Board President | — | ||
| STEPHEN HAM | Board Member | — | ||
| NATALIE RICCIO | Treasurer | — | ||
| STEPHEN HAM | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (0 vs. 31).
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 → 9 over 5 years (declining by 21 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 96.5% 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 96.5% 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.