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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 21.4% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 17.9% | 47 | Fragile | Decline Risk | |
| 2021 | — | — | 4.6% | 55 | Fragile | Recovery | |
| 2020 | — | — | 10.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 7.6% | 46 | Fragile | Recovery | |
| 2018 | — | — | 16.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 10.9% | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | 12.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 11.9% | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 14.6% | 30 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 12.3% | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 11.2% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICK KALLER | Executive Director | 17.8% of Rev | ||
| RICK KALLER | Executive Director | 17.5% of Rev | ||
| VIRGINIA JOHNSTON | Treasurer | 3.9% of Rev | ||
| VIRGINIA JOHNSTON | Treasurer | 3.9% of Rev | ||
| SUSAN HEAD | Board President | — | ||
| DAVID A WILLIAMS | Treasurer | — | ||
| NADYA GENIUSH | Board Member | — | ||
| PATRICIO F MOLINA | Board Member | — | ||
| JOHN WARGACKI | Secretary | — | ||
| B BRUCE HOGG | Board President | — | ||
| DYAN BRYSON | Board Member | — | ||
| SANDRA BRADDY-HALL | Board Member | — | ||
| SUSAN HEAD | Board President | — | ||
| DAVID A WILLIAMS CPA | Treasurer | — | ||
| NADYA GENIUSH | Board Member | — | ||
| CHARLES R KRAMER JR | Board Member | — | ||
| JOHN WARGACKI | Secretary | — | ||
| B BRUCE HOGG | Board President | — | ||
| DYAN BRYSON | Board Member | — | ||
| SANDRA BRADDY-HALL | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VIRGINIA JOHNSTON | Executive Director | 8.7% of Rev | ||
| STEPHEN REYNOLDS | Board President | — | ||
| RACHEL WEINBERGER | Secretary | — | ||
| DAVID A WILLIAMS | Treasurer | — | ||
| CAITLIN HAUGHEY | Board Member | — | ||
| SUSAN HEAD | Board Member | — | ||
| MARY HORN | Board Member | — | ||
| B BRUCE HOGG | Board Member | — | ||
| PATRICIO F MOLINA | Board Member | — | ||
| JOHN WARGACKI | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VIRGINIA JOHNSTON | Executive Director | 8.4% of Rev | ||
| STEPHEN REYNOLDS | Board President | — | ||
| RACHEL WEINBERGER | Secretary | — | ||
| DAVID A WILLIAMS | Treasurer | — | ||
| TRISHA MAHONEY | Board Member | — | ||
| SANDRA BRADDY-HALL | Board Member | — | ||
| CAITLIN HAUGHEY | Board Member | — | ||
| SUSAN HEAD | Board Member | — | ||
| MARY HORN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VIRGINIA JOHNSTON | Executive Director | 8.1% of Rev | ||
| STEPHEN REYNOLDS | Board President | — | ||
| RACHEL WEINBERGER | Secretary | — | ||
| DAVID A WILLIAMS | Treasurer | — | ||
| BRIAN BRAYTENBAH | Board Member | — | ||
| SANDRA BRADDY-HALL | Board Member | — | ||
| CAITLIN HAUGHEY | Board Member | — | ||
| SUSAN HEAD | Board Member | — | ||
| MARY HORN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 175 other orgs in NJ with NTEE prefix A6.
Most-divergent component: financial score sits 19 points below the peer median (15 vs. 34).
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 21.4% 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:
- 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.