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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 50.2% | 20 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 49.5% | 25 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 28.6% | 19 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 29.9% | 23 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 30.7% | 23 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 30.8% | 23 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 36.3% | 19 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 28.8% | 28 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 3.9% | 38 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 16.1% | 43 | Fragile | Recovery | |
| 2011 | — | — | 28.5% | 18 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEATHER LARSON | OFFICER | 50.2% of Rev | ||
| HEATHER LARSON | OFFICER | 50.2% of Rev |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEATHER LARSON | OFFICER | 50.2% of Rev |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEATHER LARSON | OFFICER | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 19 other orgs in SC with NTEE prefix A2.
Most-divergent component: program score sits 27 points below the peer median (5 vs. 32).
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.
What's driving this score
- Comp-to-revenue ratio of 50.2% 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 50.2% 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.