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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 14.2% | 25 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 8.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 8.4% | 39 | Fragile | Recovery | |
| 2021 | — | — | 27.9% | 27 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 14.9% | 39 | Fragile | Recovery | |
| 2019 | — | — | 7.6% | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 7.7% | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 7.5% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 8.2% | 27 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 8.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 7.9% | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 6.5% | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HSIU JUNG CHEN | Executive Director | 5.7% of Rev | ||
| HSINYI HUANG | Board Member | 5.5% of Rev | ||
| CHUNG-YUAN LIN | Board Member | 1.8% of Rev | ||
| ChunSheng Chang | Exec.Dir.&Secry | 1.1% of Rev | ||
| MARGARET VEE | Board Member | — | ||
| CELIA LIANG | Treasurer | — | ||
| RICHARD LIN | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HSIU JUNG CHEN | Executive Director | 4.5% of Rev | ||
| HSINYI HUANG | Board Member | 3.9% of Rev | ||
| ChunSheng Chang | Exec.Dir.&Secry | 2.8% of Rev | ||
| MARGARET VEE | Board Member | — | ||
| CELIA LIANG | Treasurer | — | ||
| HSI-CHIA HSIEH | Board Member | — | ||
| RICHARD LIN | Secretary | — | ||
| HSINYI HUANG | Board Member | — | ||
| HSIU JUNG CHEN | Executive Director | — | ||
| MARGARET VEE | Board Member | — | ||
| CELIA LIANG | Treasurer | — | ||
| HSI-CHIA HSIEH | Board Member | — | ||
| RICHARD LIN | Secretary | — | ||
| ChunSheng Chang | Exec.Dir.&Secry | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HSIU JUNG CHEN | Executive Director | 3.5% of Rev | ||
| HSINYI HUANG | Board Member | 3.4% of Rev | ||
| ChunSheng Chang | Exec.Dir.&Secry | 3.0% of Rev | ||
| MARGARET VEE | Board Member | — | ||
| CELIA LIANG | Treasurer | — | ||
| HSI-CHIA HSIEH | Board Member | — | ||
| RICHARD LIN | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 26 points below the peer median (5 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 14.2% 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.