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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 21.7% | 41 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 16.8% | 45 | Fragile | Recovery | |
| 2021 | — | — | 30.2% | 38 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 17.8% | 41 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 14.2% | 44 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 13.0% | 48 | Fragile | Recovery | |
| 2017 | — | — | 21.8% | 41 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 21.6% | 45 | Fragile | Decline Risk | |
| 2015 | — | — | 17.1% | 49 | Fragile | Decline Risk | |
| 2014 | — | — | 35.0% | 44 | Fragile | Gov Risk | |
| 2013 | — | — | 15.9% | 49 | Fragile | Decline Risk | |
| 2012 | — | — | 11.1% | 52 | Fragile | Recovery | |
| 2011 | — | — | 35.1% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROZALYN FULTON | Executive Director | 13.6% of Rev | ||
| STEPHANIE EVANS | Board Member | 2.7% of Rev | ||
| DEVON EDMONSON | Board Member | — | ||
| KAREN J KENEFICK-MASSAND | Board President | — | ||
| TIM JOHNSON | Treasurer | — | ||
| CHELSEA BLOCK | Board Member | — | ||
| ELEANOR SCHAFFNER-MOSH | Board President | — | ||
| BRITT COX | Board Member | — | ||
| SHAY DALTON | Board Member | — | ||
| STEPHEN HALE | Board Member | — | ||
| LATOYA HARRIS | Board Member | — | ||
| STEVE MORTON | Board Member | — | ||
| AFI JOHNSON-PARRIS | Board Member | — | ||
| MARTY OVERMAN | Board Member | — | ||
| CINDY SARWI | Board Member | — | ||
| ROD SPEIGHT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROZALYN FULTON | Executive Director | 12.1% of Rev | ||
| TERRI CAMERON | Board Member | 7.1% of Rev | ||
| DEVON EDMONSON | Board President | — | ||
| ELEANOR SCHAFFNER-MOSH | Board President | — | ||
| BRITT COX | Treasurer | — | ||
| MARTHA OVERMAN | Secretary | — | ||
| SHARON DALTON | Board President | — | ||
| TIMOTHY JOHNSON | Board Member | — | ||
| STEPHEN MORTON | Board President | — | ||
| LATOYA HARRIS | Board Member | — | ||
| AFI JOHNSON-PARRIS | Board Member | — | ||
| DR CINDY WALL SARWI | Board President | — | ||
| KAREN J KENEFICK-MASSAND | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FULTON ROZALYNN | Executive Director | 10.1% of Rev | ||
| CAMERON TERRI | Board Member | 7.6% of Rev | ||
| MORTON STEVE | Board Member | — | ||
| JOHNSON TIMOTHY | Treasurer | — | ||
| KENEFICK-MASSAND KAREN | Board President | — | ||
| SCHAFFNER-MOSH ELEANOR | Board President | — | ||
| OVERMAN MARTY | Board Member | — | ||
| COX BRITT | Board Member | — | ||
| DALTON SHARON | Board Member | — | ||
| BLOCK CHELSEA | Board Member | — | ||
| SPEIGHT ROD | Board Member | — | ||
| JOHNSON-PARRIS AFI | Board Member | — | ||
| SARWI CINDY | Board Member | — | ||
| EDMONSON DEVON | Board Member | — | ||
| HALE STEPHAN | Board Member | — | ||
| HARRIS LATOYA | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 145 other orgs in NC with NTEE prefix A6.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
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 44 → 41 over 5 years (declining by 3 points).
What's driving this score
- Comp-to-revenue ratio of 21.7% 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.