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 | — | — | 21.8% | 28 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 16.3% | 32 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 17.8% | 43 | Fragile | Decline Risk | |
| 2020 | — | — | 9.7% | 50 | Fragile | Recovery | |
| 2018 | — | — | — | 51 | Fragile | Decline Risk | |
| 2017 | — | — | — | 55 | Fragile | Recovery | |
| 2016 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KANGNING DU | Board President | 18.7% of Rev | ||
| JUN LIU | Board Member | — | ||
| YING LI | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KANGNING DU | Board President | 18.7% of Rev | ||
| JUN LIU | Board Member | — | ||
| YING LI | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KANGNING DU | Board President | 9.4% of Rev | ||
| JUN LIU | Board Member | — | ||
| YING LI | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 49 other orgs in NJ with NTEE prefix A2.
Most-divergent component: program score sits 23 points above the peer median (45 vs. 22).
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 51 → 28 over 5 years (declining by 23 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 21.8% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.