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 | 9.0% | 30 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 6.3% | 42 | Fragile | Recovery | |
| 2021 | — | — | 25.7% | 30 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 12.2% | 29 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WENDY HIRSCH | Executive Director | 9.0% of Rev | ||
| PAUL RIDEOUT | Board President | — | ||
| MERCEDES KUCYK | Treasurer | — | ||
| JOEL SCRAPER | Board President | — | ||
| BEVERLY ZIGELMAN | Secretary | — | ||
| THOMAS HERLONG | Board President | — | ||
| DORIS BEGLEY | Board Member | — | ||
| KENA BLACK | Board Member | — | ||
| JUANITA CAMPBELL | Board Member | — | ||
| SANDY COSTANZO | Board Member | — | ||
| WAYNE FREI MD | Board Member | — | ||
| LISA GLASS | Board Member | — | ||
| BOB HOOD | Board Member | — | ||
| PATTI MONCZEWSKI | Board Member | — | ||
| JOSEPH STEEL | Board Member | — | ||
| BILL TISZAI | Board Member | — | ||
| EM LIGON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WENDY HIRSCH | Executive Director | 8.1% of Rev | ||
| THOMAS HERLONG | Board President | — | ||
| PAUL RIDEOUT | Treasurer | — | ||
| SCOTT WIESS | CONDUCTOR | — | ||
| SANDY COSTANZO | Board President | — | ||
| BEVERLY ZIGELMAN | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEEDEE VAUGHTERS | Executive Director | 7.3% of Rev | ||
| WENDY HIRSCH | Board Member | 6.9% of Rev | ||
| THOMAS HERLONG | Board President | — | ||
| DAVID ALLEN | Board President | — | ||
| PAUL RIDEOUT | Treasurer | — | ||
| DOIRS BEGLEY | AUDIENCE RELATIONS | — | ||
| SANDY COSTANZO | Board President | — | ||
| DR DONALD PORTNOY | Board Member | — | ||
| BEVERLY ZIGELMAN | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEEDEE VAUGHTERS | Executive Director | 5.1% of Rev | ||
| WENDY HIRSCH | SYMPHONY ADMINISTRATOR | 4.8% of Rev | ||
| THOMAS HERLONG | Board President | — | ||
| DAVID ALLEN | Board President | — | ||
| PAUL RIDEOUT | Treasurer | — | ||
| DOIRS BEGLEY | AUDIENCE RELATIONS | — | ||
| SANDY COSTANZO | CHIEF ADMINSTRATIVE OFFICER | — | ||
| DR DONALD PORTNOY | Board Member | — | ||
| DENNIS DERKSEN | Vice President | — | ||
| HOLLY WOLTZ | Board Member | — | ||
| CODY ANDERSON | Board Member | — | ||
| MARY BARNETT | Board Member | — | ||
| CATHERINE BEDENBAUGH | Board Member | — | ||
| JOHN BIGGER | Board Member | — | ||
| VICKI BUKOVITZ | Board Member | — | ||
| PAUL CROOK | Board Member | — | ||
| THOMAS HOFSTETTER | Board President | — | ||
| SHARON JOHNSON | Board President | — | ||
| JAMES OREMUS | Board Member | — | ||
| JUDY RECTOR | Board President | — | ||
| PAUL RIDEOUT | Board Member | — | ||
| DAVID TAVERNIER | Board Member | — | ||
| KITTY YUNDT | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 97 other orgs in SC with NTEE prefix A6.
Most-divergent component: financial score sits 33 points below the peer median (0 vs. 33).
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 9.0% 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:
- 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.