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 | — | — | 12.4% | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 10.8% | 42 | Fragile | Decline Risk | |
| 2021 | — | — | 8.6% | 54 | Fragile | Recovery | |
| 2020 | — | — | 16.8% | 31 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 12.7% | 36 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 8.7% | 42 | Fragile | Recovery | |
| 2017 | — | — | 9.5% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 15.4% | 31 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 12.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GILBERT ROSE | Board President | Hidden | ||
| CHRIS AVERY | VICE PRESIDE | — | ||
| WALTER HOWELL | Board Member | — | ||
| JAMES BARNETT | Board Member | — | ||
| RAYFORD LAW | Board Member | — | ||
| ELIZABETH BOVEROUX | Treasurer | — | ||
| SAM MAWN-MAHLAU | CHAIRMAN | — | ||
| DAVID LLOYD BROWN | Secretary | — | ||
| HARRIETT ECKSTEIN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GILBERT ROSE | Board President | Hidden | ||
| CHRIS AVERY | VICE PRESIDE | — | ||
| WALTER HOWELL | Board Member | — | ||
| JAMES BARNETT | Board Member | — | ||
| RAYFORD LAW | Board Member | — | ||
| ELIZABETH BOVEROUX | Treasurer | — | ||
| SAM MAWN-MAHLAU | CHAIRMAN | — | ||
| DAVID LLOYD BROWN | Secretary | — | ||
| HARRIETT ECKSTEIN | Board Member | — | ||
| ANURADHA YADAV | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Gilbert Rose | Board President | Hidden | ||
| Chris Avery | Board Member | — | ||
| Elizabeth Boveroux | Treasurer | — | ||
| James Barnett | Board Member | — | ||
| David Lloyd Brown | Secretary | — | ||
| Anuradha Yadav | Board Member | — | ||
| Harriet Eckstein | Board Member | — | ||
| Walter Howell | Board Member | — | ||
| Rayford Law | Board Member | — | ||
| Sam A Mawn-Mahlau | Chairman | — |
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 45 points below the peer median (10 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.
Overall score has gone from 36 → 36 over 5 years (stable by 0 points).
What's driving this score
- Comp-to-revenue ratio of 12.4% 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.