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 | — | — | Unknown | — | |
| 2023 | — | — | 4.4% | 39 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 3.5% | 39 | Financially Distressed | Recovery | |
| 2021 | — | — | 1.5% | 54 | Fragile | Recovery | |
| 2020 | — | — | 17.0% | 42 | Fragile | Decline Risk | |
| 2019 | — | — | 2.9% | 45 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 3.7% | 41 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 3.2% | 43 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 3.6% | 43 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 3.2% | 45 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 3.0% | 45 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 2.9% | 55 | Fragile | Stable Watch | |
| 2012 | — | — | 1.2% | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Eric Frances | Executive Director | 1.8% of Rev | ||
| Paul Lloyd | Overhead General Manager | 0.7% of Rev | ||
| Paul Christman | Treasurer | 0.6% of Rev | ||
| Susan Russ | Board Member | 0.6% of Rev | ||
| Daniel Melchick | Board Member | 0.4% of Rev | ||
| Suzanne Morris | Board Member | 0.4% of Rev | ||
| Alan Gerry | Board Member | — | ||
| Keith Suehnholz | Board Member | — | ||
| Paul Guenther | Secretary | — | ||
| Adam Gerry | Board Member | — | ||
| Kathy Frommer | Board Member | — | ||
| Steve Marton | Board Member | — | ||
| Stuart Salenger | Board Member | — | ||
| Mike Watkins | Board Member | — | ||
| Frank Brown | Board Member | — | ||
| Glenn Friedman | Board Member | — | ||
| Judith Janney | Board Member | — | ||
| Rich Rowley | Board Member | — | ||
| Stacy Blustein | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Eric Frances | Executive Director | 1.6% of Rev | ||
| Paul Lloyd | General Manager | 0.7% of Rev | ||
| Paul Christman | Treasurer | 0.6% of Rev | ||
| Susan Russ | Board Member | 0.5% of Rev | ||
| Suzanne Morris | Board Member | 0.4% of Rev | ||
| Alan Gerry | Board Member | — | ||
| Kathy Frommer | Board Member | — | ||
| Jeffrey Gerson | Board Member | — | ||
| Ronald Greenberg | Board Member | — | ||
| Paul Guenther | Secretary | — | ||
| Steve Marton | Board Member | — | ||
| Stuart Salenger | Board Member | — | ||
| Keith Suehnholz | Board Member | — | ||
| Mike Watkins | Board Member | — | ||
| Frank Brown | Board Member | — | ||
| Glenn Friedman | Board Member | — | ||
| Judith Janney | Board Member | — | ||
| Rich Rowley | Board Member | — | ||
| Adam Gerry | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Eric Frances | Executive Director | 1.4% of Rev | ||
| Darlene Fedun | Executive Director | 1.3% of Rev | ||
| Hugo Tapia | Treasurer | 0.5% of Rev | ||
| Allison Oldehoff | Dir. Of Individual Giving | 0.5% of Rev | ||
| Frank Segro | Board Member | 0.5% of Rev | ||
| Alan Gerry | Board Member | — | ||
| Kathy Frommer | Board Member | — | ||
| Jeffrey Gerson | Board Member | — | ||
| Ronald Greenberg | Board Member | — | ||
| Paul Guenther | Treasurer | — | ||
| Steve Marton | Board Member | — | ||
| Stuart Salenger | Board Member | — | ||
| Keith Suehnholz | Board Member | — | ||
| Mike Watkins | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NY with NTEE prefix A2.
Most-divergent component: program score sits 29 points above the peer median (60 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.
What's driving this score
- Comp-to-revenue ratio of 4.4% 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.