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 | — | — | 42.1% | 19 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 52.0% | 24 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 29.6% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 13.9% | 37 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 7.0% | 46 | Fragile | Recovery | |
| 2018 | — | — | 30.2% | 24 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 23.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 12.2% | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 12.4% | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 26.5% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 27.6% | 23 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 24.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 24.4% | 37 | Fragile | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER HALTZMAN TRACY | Executive Director | 42.1% of Rev | ||
| JAMIE CRISTALI | Board Member | — | ||
| SUSAN FOX | Board Member | — | ||
| PIERRE BOHEMOND | Board Member | — | ||
| TRINETTE SINGLETON | Board Member | — | ||
| LINDA ROSENFELD | Board Member | — | ||
| MARK HALTZMAN | Board Member | — | ||
| BRIAN DONNELLY | Board President | — | ||
| ERIC FEINSTEIN | Board Member | — | ||
| DICK BUTTON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER HALTZMAN-TRACY | Executive Director | 42.1% of Rev | ||
| BRIAN DONNELLY | Board President | — | ||
| LINDA ROSENFELD | Secretary | — | ||
| PIERRE BOHEMOND | Board Member | — | ||
| ERIC FEINSTEIN | Board Member | — | ||
| H ELLIS FINGER | Board Member | — | ||
| SUSAN B FOX | Board Member | — | ||
| MARK S HALTZMAN ESQ | Board Member | — | ||
| TRINETTE SINGLETON | Board Member | — | ||
| JAMIE CRISTALI | Board Member | — | ||
| RICHARD BUTTON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER HALTZMAN-TRACY | Executive Director | 42.1% of Rev | ||
| BRIAN DONNELLY | Board President | — | ||
| LINDA ROSENFELD | Secretary | — | ||
| PIERRE BOHEMOND | Board Member | — | ||
| ERIC FEINSTEIN | Board Member | — | ||
| H ELLIS FINGER | Board Member | — | ||
| SUSAN B FOX | Board Member | — | ||
| MARK S HALTZMAN ESQ | Board Member | — | ||
| TRINETTE SINGLETON | Board Member | — | ||
| JAMIE CRISTALI | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER HALTZMAN-TRACY | Executive Director | 42.1% of Rev | ||
| BRIAN DONNELLY | Board President | — | ||
| LINDA ROSENFELD | Secretary | — | ||
| PIERRE BOHEMOND | Board Member | — | ||
| ERIC FEINSTEIN | Board Member | — | ||
| H ELLIS FINGER | Board Member | — | ||
| SUSAN B FOX | Board Member | — | ||
| MARK S HALTZMAN ESQ | Board Member | — | ||
| TRINETTE SINGLETON | Board Member | — | ||
| JAMIE CRISTALI | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 296 other orgs in PA with NTEE prefix A6.
Most-divergent component: financial score sits 33 points below the peer median (5 vs. 38).
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 42.1% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 42.1% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.