Acute Resource Divergence
Acute Resource Divergence
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Realignment
Institutional Health Scores
5-yr trend: Acute Resource Divergence ↑
Overall
43
Score
Governance
45
Score
Financial
40
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Resource Divergence
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 18.4% | 43 | Fragile | Decline Risk | |
| 2022 | — | — | 12.7% | 45 | Fragile | Decline Risk | |
| 2021 | — | — | 4.8% | 55 | Fragile | Recovery | |
| 2020 | — | — | 10.2% | 31 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 15.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 5.7% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 19.7% | 27 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 21.9% | 25 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 20.8% | 27 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 21.0% | 25 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 19.4% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 19.5% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 19.1% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sarah Chandler | Executive Director | 19.6% of Rev | ||
| Kristen Grace | Board Member | — | ||
| Rosemary Elliott | Board Member | — | ||
| Toni Murdough | Board Member | — | ||
| Sara DAprix | Board Member | — | ||
| David Zimet | Board Member | — | ||
| Ljerka Ukrainczyk | Board Member | — | ||
| Alexa Porticella | Board Member | — | ||
| Sheila Ossit | Board Member | — | ||
| Sue McMaster | Board Member | — | ||
| David Kraskow | Board President | — | ||
| Jim Grochocinski | Secretary | — | ||
| Anna Addario | Treasurer | — | ||
| Margot Schoeps | Board President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sarah Chandler | Executive Director | 18.4% of Rev | ||
| Rita Melen | Board Member | — | ||
| Sara DAprix | Board Member | — | ||
| Ljerka Ukrainczyk | Board Member | — | ||
| Sheila Ossit | Board Member | — | ||
| Alexa Porticella | Board Member | — | ||
| Toni Murdough | Board Member | — | ||
| Kristen Grace | Board Member | — | ||
| Sarah Cummings | Board Member | — | ||
| Dave Kraskow | Board President | — | ||
| Anna Addario | Treasurer | — | ||
| Jim Grochocinski | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN SPAFFORD | Executive Director | 13.3% of Rev | ||
| SARAH CUMMINGS | MUSICIAN REPRESENTATIVE | 1.3% of Rev | ||
| KYNAN HORTON THOMAS | MUSICIAN REPRESENTATIVE | 0.5% of Rev | ||
| DAVID KRASKOW | Board President | — | ||
| CHRISTOPHER MORGAN LOY | Board President | — | ||
| ANNE ADDARIO | Treasurer | — | ||
| JAMES GROCHOCINSKI | Secretary | — | ||
| PAUL ACOSTA | Board Member | — | ||
| RITA MELEN | Board Member | — | ||
| MARGOT SCHOEPS | Board President | — | ||
| KARL PAULNACK | Board Member | — | ||
| MICHAEL SINICROPI | Executive Director | — | ||
| SARAH CHANDLER | Executive Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN SPAFFORD | Executive Director | 10.3% of Rev | ||
| SARAH CUMMINGS | MUSICIAN REPRESENTATIVE | 0.4% of Rev | ||
| KYNAN HORTON THOMAS | MUSICIAN REPRESENTATIVE | — | ||
| DAVID KRASKOW | Board President | — | ||
| CHRISTOPHER MORGAN LOY | Board President | — | ||
| ANNE ADDARIO | Treasurer | — | ||
| JAMES GROCHOCINSKI | Secretary | — | ||
| PAUL ACOSTA | Board Member | — | ||
| RITA MELEN | Board Member | — | ||
| MARGOT SCHOEPS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN SPAFFORD | Executive Director | 11.4% of Rev | ||
| SARAH CUMMINGS | MUSICIAN REPRESENTATIVE | 2.0% of Rev | ||
| VICTORIA MISKOLCZY | MUSICIAN REPRESENTATIVE | 0.7% of Rev | ||
| RITA MELEN | Board Member | — | ||
| PAUL ACOSTA | Board Member | — | ||
| JEANNE GODDARD | Secretary | — | ||
| JAMES ORCUTT | Board President | — | ||
| IAN WOODS | Board Member | — | ||
| DAVID KRASKOW | Board President | — | ||
| CHRISTOPHER MORGAN LOY | Board Member | — | ||
| JAMES GROCHOCINSKI | Secretary | — | ||
| ANNE ADDARIO | Treasurer | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
40 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
43 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 16 points above the peer median (45 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 18.4% sits within the sector's healthy band (18–22%).
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.