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 | — | — | 46.8% | 27 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 14.1% | 45 | Fragile | Recovery | |
| 2021 | — | — | 5.7% | 45 | Fragile | Recovery | |
| 2020 | — | — | 5.8% | 42 | Financially Distressed | Recovery | |
| 2019 | — | — | 4.0% | 42 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 43 | Fragile | Decline Risk | |
| 2017 | — | — | — | 55 | Fragile | Decline Risk | |
| 2016 | — | — | — | 57 | Fragile | Stable Watch | |
| 2015 | — | — | — | 57 | Fragile | Decline Risk | |
| 2014 | — | — | — | 61 | Stable | Stable Watch | |
| 2013 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Stephawn Stephens | Executive Direc | 14.3% of Rev | ||
| Pamela Jafari | Managing Direct | 3.6% of Rev | ||
| Paul Marengo | Development Dir | 1.5% of Rev | ||
| Pat Wheeler | Board President | — | ||
| Robert E Person | Secretary | — | ||
| Dr Emory Andrews | Board Member | — | ||
| Joyce Woodson | Vice Chairperso | — | ||
| Barbara Boyd | Board Member | — | ||
| John C Johnson | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| M Adele Robey | Executive Dir. | 3.4% of Rev | ||
| Ella Davis | Board Member | 1.9% of Rev | ||
| Patrick Martin | Treasurer | — | ||
| Cheryl Hawkins | Board Member | — | ||
| Jennifer V Lee | Board Member | — | ||
| Wilma Lynn Horton | Board Member | — | ||
| Peter Chun | Board President | — | ||
| Carolyn Thomas | Board Member | — | ||
| Stephawn Stephens | Board Member | — | ||
| Margaret Ward | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 56 other orgs in DC with NTEE prefix A6.
Most-divergent component: financial score sits 10 points below the peer median (15 vs. 25).
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 42 → 27 over 5 years (declining by 15 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 46.8% 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.
- Sustained governance decline: score fell from 58 to 42 across 4 years — a multi-year pattern, not a single bad filing.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 46.8% 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.