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 | Hidden | Hidden | 15.3% | 33 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 15.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 9.7% | 50 | Fragile | Recovery | |
| 2020 | — | — | 17.2% | 43 | Fragile | Recovery | |
| 2019 | — | — | 12.1% | 39 | Fragile | Recovery | |
| 2018 | — | — | 10.5% | 35 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 14.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 11.5% | 35 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 13.7% | 35 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 13.8% | 35 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 16.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 17.3% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 17.8% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kate Dumbleton | Executive Director | 14.6% of Rev | ||
| John Ellis | Board President | — | ||
| Almarie Wagner | Treasurer | — | ||
| Judith Stein | Secretary | — | ||
| Cheryl Whitaker | Board Member | — | ||
| Judge James B Zagel | Board Member | — | ||
| Lauren Moltz | Board Member | — | ||
| Paula Jones | Board Member | — | ||
| Richard Stephenson | Board Member | — | ||
| Robert Guttman | Board Member | — | ||
| Shirley Massey | Board Member | — | ||
| Susan Oppenheimer | Board Member | — | ||
| Wendy Williams | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kate Dumbleton | Executive Director | 9.4% of Rev | ||
| Samuel Lewis | Executive Director | 5.2% of Rev | ||
| Lauren Moltz | Board President | — | ||
| Judith Stein | Secretary | — | ||
| Almarie Wagner | Treasurer | — | ||
| John Ellis | Board Member | — | ||
| Paula Jones | Board Member | — | ||
| Susan Oppenheimer | Board Member | — | ||
| Richard Stephenson | Board Member | — | ||
| Cheryl Whitaker | Board Member | — | ||
| Wendy Williams | Board Member | — | ||
| Judge James B Zagel | Board Member | — | ||
| Robert Guttman | Board Member | — | ||
| Shirley Massey | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kate Dumbleton | Executive Director | 9.4% of Rev | ||
| Samuel Lewis | Executive Director | 1.9% of Rev | ||
| Lauren Moltz | Board President | — | ||
| Judith Stein | Secretary | — | ||
| Almarie Wagner | Treasurer | — | ||
| John Ellis | Board Member | — | ||
| Paula Jones | Board Member | — | ||
| Susan Oppenheimer | Board Member | — | ||
| Richard Stephenson | Board Member | — | ||
| Cheryl Whitaker | Board Member | — | ||
| Wendy Williams | Board Member | — | ||
| Judge James B Zagel | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kate Dumbleton | Executive Director | 8.4% of Rev | ||
| Lauren Moltz | Board President | — | ||
| Judith Stein | Secretary | — | ||
| Almarie Wagner | Treasurer | — | ||
| John Ellis | Board Member | — | ||
| Paula Jones | Board Member | — | ||
| Susan Oppenheimer | Board Member | — | ||
| Richard Stephenson | Board Member | — | ||
| Cheryl Whitaker | Board Member | — | ||
| Wendy Williams | Board Member | — | ||
| Judge James B Zagel | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 222 other orgs in IL with NTEE prefix A2.
Most-divergent component: financial score sits 60 points below the peer median (15 vs. 75).
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 15.3% 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.