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 | — | — | 26.0% | 24 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 16.1% | 34 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 15.3% | 35 | Fragile | Gov Risk | |
| 2020 | — | — | — | 46 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 57 | Fragile | Recovery | |
| 2018 | — | — | — | 45 | Fragile | Decline Risk | |
| 2017 | — | — | — | 61 | Stable | Stable Watch | |
| 2016 | — | — | — | 55 | Fragile | Recovery | |
| 2015 | — | — | 2.4% | 42 | Fragile | Recovery | |
| 2014 | — | — | — | 61 | Stable | Stable Watch | |
| 2013 | — | — | — | 57 | Fragile | Recovery | |
| 2012 | — | — | — | 55 | Fragile | Recovery | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIDGETTE DUTTA PORTMAN | Board President | — | ||
| ROBYN GINSBERG BRAVERMAN | Board President | — | ||
| MONICA CAPPUCCINI | Secretary | — | ||
| MAX BECKMAN-HARNED | Secretary | — | ||
| DIANE TASCA | Board Member | — | ||
| TROY JOHNSON | Board Member | — | ||
| DAN NITZAN | Board Member | — | ||
| DARRYL COMPTON | Treasurer | — | ||
| ELAINE RAY | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHARMON J HILFINGER | Board President | — | ||
| MICHAEL CHAMPLIN | Board President | — | ||
| MONICA CAPPUCCINI | Secretary | — | ||
| CAROLYN COMPTON | Secretary | — | ||
| DIANE TASCA | Board Member | — | ||
| TROY JOHNSON | Board Member | — | ||
| DAN NITZAN | Board Member | — | ||
| BRIDGETTE PORTMAN | Board Member | — | ||
| ELAINE RAY | Board Member | — | ||
| DARRYL COMPTON | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DIANE TASCA | Board President | — | ||
| SHARMON HILFINGER | Board President | — | ||
| MICHAEL CHAMPLIN | Board Member | — | ||
| MONICA CAPPUCCINI | Board Member | — | ||
| DARYL COMPTON | Board Member | — | ||
| CAROLYN COMPTON | Board Member | — | ||
| NORMAN BEAMER | Treasurer | — |
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 48 points below the peer median (5 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 26.0% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.