Compensation Escalation Cycle
What does this mean?
Revenue grows modestly, but top officer compensation grows consistently for 5 years, breaching danger zones. The executive is negotiating aggressive raises against a compliant board.
The Path Forward
The Steward
Re-establishes board supremacy over executive extraction. It freezes compensation and mandates that all future financial rewards be tied strictly to verifiable mission expansion.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | 39.5% | 30 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | 27.3% | 44 | Governance-Stressed | Recovery | |
| 2022 | — | — | 21.8% | 39 | Fragile | Recovery | |
| 2021 | — | — | 68.9% | 42 | Governance-Stressed | Recovery | |
| 2020 | — | — | 27.7% | 36 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 29.1% | 44 | Governance-Stressed | Recovery | |
| 2018 | — | — | 21.0% | 45 | Governance-Stressed | Recovery | |
| 2017 | — | — | 52.8% | 28 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 18.2% | 41 | Fragile | Recovery | |
| 2015 | — | — | 34.0% | 30 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 23.9% | 37 | Fragile | Gov Risk | |
| 2013 | — | — | 20.6% | 37 | Fragile | Gov Risk | |
| 2012 | — | — | 18.2% | 37 | Fragile | Recovery | |
| 2011 | — | — | 30.8% | 28 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JACKIE DEMPSEY | Executive Director | 18.7% of Rev | ||
| STEPHEN O'HEARN | Executive Director | 18.7% of Rev | ||
| JACKIE DEMPSEY | Executive Director | 18.4% of Rev | ||
| STEPHEN O'HEARN | Executive Director | 18.4% of Rev | ||
| GALE MCGLOIN | Board President | — | ||
| JAY SILBERBLATT | Board President | — | ||
| MIKE WASCO | Treasurer | — | ||
| MICHAEL GANS | Board Member | — | ||
| CAROLELINDA DICKEY | Board Member | — | ||
| SUSAN MCLAUGHLIN | Board Member | — | ||
| GALE MCGLOIN | Board President | — | ||
| JAY SILBERBLATT | Board President | — | ||
| MIKE WASCO | Treasurer | — | ||
| MICHAEL GANS | Board Member | — | ||
| CAROLELINDA DICKEY | Board Member | — | ||
| SUSAN MCLAUGHLIN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jackie Dempsey | Secretary | 10.6% of Rev | ||
| Stephen O'Hearn | Executive Director | 7.9% of Rev | ||
| Gale McGloin | Board President | — | ||
| Michael Gans | Board Member | — | ||
| Carolelinda Dickey | Board Member | — | ||
| SUSAN MCLAUGHLIN | Board Member | — | ||
| Mike Wasco | Treasurer | — | ||
| Jay Silberblatt | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jackie Dempsey | Secretary | 15.2% of Rev | ||
| Stephen O'Hearn | Executive Director | 15.2% of Rev | ||
| Gale McGloin | Board President | — | ||
| Michael Gans | Board Member | — | ||
| Carolelinda Dickey | Board Member | — | ||
| Susan McLaughlin | Board Member | — | ||
| Mike Wasco | Treasurer | — | ||
| Jay Silberblatt | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 295 other orgs in PA with NTEE prefix A6.
Most-divergent component: financial score sits 23 points below the peer median (15 vs. 38).
5-year trend: Compensation Escalation Cycle
Revenue grows modestly, but top officer compensation grows consistently for 5 years, breaching danger zones. The executive is negotiating aggressive raises against a compliant board.
Overall score has gone from 36 → 30 over 5 years (declining by 6 points).
What's driving this score
- Comp-to-revenue ratio of 39.5% is above the 90th percentile for orgs of this size (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 39.5% to under 22% of revenue — would move governance score by ~35 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.