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 | — | |
| 2021 | — | — | 57.4% | 21 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | — | 45 | Fragile | Stable Watch | |
| 2019 | — | — | 4.4% | 45 | Fragile | Recovery | |
| 2018 | — | — | 4.0% | 41 | Financially Distressed | Recovery | |
| 2017 | — | — | 10.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 22 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WREN T BROWN | Secretary | — | ||
| PAUL HUDSON | Board President | — | ||
| JACKIE DU-PONT WALKER | Board Member | — | ||
| GARY WATSON | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WREN T BROWN | Secretary | — | ||
| PAUL HUDSON | Board President | — | ||
| GAIL PETERSON | Board Member | — | ||
| AVIS FRANSIER-THOMAS | Board Member | — | ||
| JACKIE DU-PONT WALKER | Board Member | — | ||
| GARY WATSON | Board Member | — | ||
| JIMAR WILSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Paul Hudson | Board President | — | ||
| Wren T Brown | Treasurer | — | ||
| Gail Peterson | Board Member | — | ||
| Jackie Du-Pont Walker | Board Member | — | ||
| Avis Frasier-Thomas | Board Member | — | ||
| Gary Watson | Board Member | — | ||
| Jimar Wilson | Board Member | — | ||
| PAUL HUDSON | Board President | — | ||
| WREN T BROWN | Treasurer | — | ||
| GAIL PETERSON | Board Member | — | ||
| JACKIE DU-PONT WALKER | Board Member | — | ||
| AVIS FRASIER-THOMAS | Board Member | — | ||
| GARY WATSON | Board Member | — | ||
| JIMAR WILSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,424 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 53 points below the peer median (0 vs. 53).
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 57.4% 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 57.4% 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.