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 | — | — | 28.4% | 36 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 28.7% | 36 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 17.6% | 49 | Fragile | Recovery | |
| 2020 | — | — | 29.2% | 28 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 33.0% | 36 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 18.7% | 45 | Fragile | Gov Risk | |
| 2017 | — | — | 16.1% | 45 | Fragile | Gov Risk | |
| 2016 | — | — | 21.2% | 41 | Governance-Stressed | Gov Risk | |
| 2015 | — | — | 19.7% | 41 | Fragile | Recovery | |
| 2014 | — | — | 16.9% | 37 | Fragile | Stable Watch | |
| 2013 | — | — | 16.4% | 37 | Fragile | Decline Risk | |
| 2012 | — | — | 10.9% | 42 | Fragile | Recovery | |
| 2011 | — | — | 17.7% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID ISKOWITZ | Board Member | 30.6% of Rev | ||
| HELGA WESTERHOFF | FOUNDER | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID ISKOWITZ | Board Member | 23.4% of Rev | ||
| DAVID ISKOWITZ | Board Member | 23.3% of Rev | ||
| DAVID ISKOWITZ | Board Member | 23.0% of Rev | ||
| HELGA WESTERHOFF | FOUNDER | — | ||
| HELGA WESTERHOFF | FOUNDER | — | ||
| HELGA WESTERHOFF | FOUNDER | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID ISKOWITZ | Board Member | 23.4% of Rev | ||
| HELGA WESTERHOFF | FOUNDER | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 12,541 other orgs in US with NTEE prefix B2.
Most-divergent component: governance score sits 0 points above the peer median (85 vs. 85).
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 0.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.