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 | Hidden | Hidden | 7.8% | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 1.2% | 41 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 2.5% | 53 | Fragile | Recovery | |
| 2020 | — | — | 17.1% | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 8.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 7.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 6.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 7.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 6.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 6.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 6.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 7.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 6.8% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EMMA CALABRESE | Executive Director | 3.7% of Rev | ||
| SHERON THORP DOUCETTE | Board President | — | ||
| DAVID GAYLIN | Treasurer | — | ||
| JEAN-ALFRED CHAVIER | Secretary | — | ||
| WILLIAM A LAWLER | Board Member | — | ||
| BARBARA MOSS | Board Member | — | ||
| JONATHAN SMALL | Board Member | — | ||
| MARK SZPAK | Board Member | — | ||
| MICHAEL COLOMBA | Board Member | — | ||
| YO-EL CASSELL | Board Member | — | ||
| YOLANDA CELLUCCI | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN CARITY CONKEY | Board President | — | ||
| SEAN M HARRINGTON | Secretary | — | ||
| JONATHAN SMALL | Board Member | — | ||
| BARBARA MOSS | Board Member | — | ||
| MICHAEL COLOMBA | Board Member | — | ||
| DAVID GAYLIN | Board Member | — | ||
| BILL LAWLER | Treasurer | — | ||
| RAY CICCOLO | Board Member | — | ||
| MOLYNA RICHARDS | Board Member | — | ||
| MARK SZPAK | Board Member | — | ||
| CONNIE BRACELAND | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN CARITY CONKEY | Board President | — | ||
| NICHOLAS L IACUZIO | Treasurer | — | ||
| CONNIE BRACELAND | Board President | — | ||
| SEAN M HARRINGTON | Secretary | — | ||
| SUSAN CARITY CONKEY | Board President | — | ||
| YOLANDA CELLUCCI | Board Member | — | ||
| NICHOLAS L IACUZIO | Treasurer | — | ||
| RAY CICCOLO | Board Member | — | ||
| CONNIE BRACELAND | Board President | — | ||
| THOMAS DUSEL | Board Member | — | ||
| SEAN M HARRINGTON | Secretary | — | ||
| JOHN C PEACOCK | Board Member | — | ||
| JONATHAN SMALL | Board Member | — | ||
| KEITH GILBERT | Board Member | — | ||
| RAY CICCOLO | Board Member | — | ||
| STACEY GALLAGHER-TULLY | Board Member | — | ||
| BARCLAY BENNETT | Board Member | — | ||
| MICHAEL COLOMBA | Board Member | — | ||
| BARBARA MOSS | Board Member | — | ||
| BILL LAWLER | Board Member | — | ||
| MICHAEL COLOMBA | Board Member | — | ||
| DAVID GAYLIN | Board Member | — | ||
| SUSAN CARITY CONKEY | Board President | — | ||
| NICHOLAS L IACUZIO | Treasurer | — | ||
| CONNIE BRACELAND | Board President | — | ||
| SEAN M HARRINGTON | Secretary | — | ||
| JONATHAN SMALL | Board Member | — | ||
| RAY CICCOLO | Board Member | — | ||
| BARCLAY BENNETT | Board Member | — | ||
| BARBARA MOSS | Board Member | — | ||
| BILL LAWLER | Board Member | — | ||
| MICHAEL COLOMBA | Board Member | — | ||
| DAVID GAYLIN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 376 other orgs in MA with NTEE prefix A6.
Most-divergent component: financial score sits 50 points below the peer median (5 vs. 55).
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 7.8% 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:
- 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.