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
36
Score
Governance
55
Score
Financial
5
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | — | — | 7.7% | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 7.0% | 40 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 5.3% | 50 | Fragile | Recovery | |
| 2020 | — | — | 7.9% | 40 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 4.8% | 51 | Fragile | Recovery | |
| 2018 | — | — | 14.0% | 37 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 4.2% | 55 | Fragile | Recovery | |
| 2016 | — | — | 14.2% | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 13.4% | 39 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 4.6% | 55 | Fragile | Recovery | |
| 2013 | — | — | 10.3% | 38 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 5.9% | 50 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FISHER PATRICK | Executive Director | 8.3% of Rev | ||
| PATRICK FISHER | Executive Director | 7.7% of Rev | ||
| BERSHIK BETH | Board President | — | ||
| AGNEW THOMAS | Board President | — | ||
| RAK ROBERT | Treasurer | — | ||
| FREELAND MONTEZE | Secretary | — | ||
| MORGAN-LEE DR VERONICA | Board President | — | ||
| HIPPERT ROB | Board Member | — | ||
| LAMMEL OLIVIA | Board Member | — | ||
| LIMBACH ELSA | Board Member | — | ||
| MCCREARY JEANINE | Board Member | — | ||
| MORGAN-LEE DR VERONICA | Board President | — | ||
| NG NICHOLAS | Board Member | — | ||
| WESSELL MICHAEL A ESQ | Board President | — | ||
| PARSAKIAN RICHARD | Board Member | — | ||
| BONACCORSI JOHN L | Secretary | — | ||
| RUSSO-LONG NAYLI | Board Member | — | ||
| RAK ROBERT | Treasurer | — | ||
| SAWYER MICHAEL PHD | Board Member | — | ||
| AGNEW THOMAS | Board Member | — | ||
| TOMAYKO JACK | Board Member | — | ||
| BERSHOK BETH | Board Member | — | ||
| TSU SUSAN | Board Member | — | ||
| FREELAND MONTEZE | Board Member | — | ||
| HAHN CHRISTOPHER | Board Member | — | ||
| HIPPERT ROB | Board Member | — | ||
| LAMMEL OLIVIA | Board Member | — | ||
| LIMBACH ELSA | Board Member | — | ||
| MERRELL CLAYTON | Board Member | — | ||
| PARSAKIAN RICHARD | Board Member | — | ||
| SHELLMAN CECILE | Board Member | — | ||
| TOMAYKO JACK | Board Member | — | ||
| TSU SUSAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MITCH SWAIN | Executive Director | 8.7% of Rev | ||
| SANDRA SOLOMON | Board President | — | ||
| MICHAEL A WESSELL | Board President | — | ||
| TRACY EDMUNDS | Board President | — | ||
| VERONICA MORGAN-LEE | Board President | — | ||
| VICTOR DOZZI | Treasurer | — | ||
| DEBORAH ACKLIN | Board Member | — | ||
| THOMAS AGNEW | Board Member | — | ||
| MONTEZE FREELAND | Board Member | — | ||
| TOM CORDS | Board Member | — | ||
| ROBERT HIPPERT | Board Member | — | ||
| CHRISTOPHER HAHN | Board Member | — | ||
| SUSAN TSU | Board Member | — | ||
| PATRICK MOORE | Board Member | — | ||
| JACK TOMAYKO | Board Member | — | ||
| BETH BERSHOK | Board Member | — | ||
| DREW MARTORELLA | Board Member | — | ||
| PATRICK JORDAN | Board Member | — | ||
| RICHARD PARSAKIAN | Board Member | — | ||
| JANIS BURLEY WILSON | Board Member | — | ||
| JOHN BONACCORSI | Secretary | — | ||
| OLIVIA LAMMEL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MITCH SWAIN | Executive Director | 8.3% of Rev | ||
| SANDRA SOLOMON | Board President | — | ||
| MICHAEL A WESSELL | Board President | — | ||
| TRACY EDMUNDS | Board President | — | ||
| CLAYTON MERRELL | Board President | — | ||
| VERONICA MORGAN-LEE | Secretary | — | ||
| VICTOR DOZZI | Treasurer | — | ||
| DEBORAH ACKLIN | Board Member | — | ||
| THOMAS AGNEW | Board Member | — | ||
| MONTEZE FREELAND | Board Member | — | ||
| TOM CORDS | Board Member | — | ||
| ROBERT HIPPERT | Board Member | — | ||
| CHRISTOPHER HAHN | Board Member | — | ||
| EMILY KRULL | Board Member | — | ||
| PATRICK MOORE | Board Member | — | ||
| JACK TOMAYKO | Board Member | — | ||
| BETH BERSHOK | Board Member | — | ||
| JOHN BONACCORSI | Board Member | — | ||
| ELSA LIMBACH | Board Member | — | ||
| DREW MARTORELLA | Board Member | — | ||
| PATRICK JORDAN | Board Member | — | ||
| HOLLY LORENZ | Board Member | — | ||
| RICHARD PARSAKIAN | Board Member | — | ||
| JANIS BURLEY WILSON | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
36 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 9 other orgs in PA with NTEE prefix A9.
Most-divergent component: financial score sits 42 points below the peer median (5 vs. 47).
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 7.7% sits within the sector's 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:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.