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 | — | — | 17.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 21 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 19.0% | 21 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 41 | Fragile | Recovery | |
| 2019 | — | — | 6.7% | 27 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 23 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 23 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| QI-SHU FANG | Board President | 8.5% of Rev | ||
| MEI KUI DING | Board President | 8.5% of Rev | ||
| CECILIA PANG | Secretary | — | ||
| TONY WU | Treasurer | — | ||
| ALLEN KUHARSKI | Board Member | — | ||
| LOU YANG WONG | Board Member | — | ||
| LINDY SI | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| QI-SHU FANG | Board President | 8.5% of Rev | ||
| MEI KUI DING | Board President | 8.5% of Rev | ||
| CECILIA PANG | Secretary | — | ||
| TONY WU | Treasurer | — | ||
| ALLEN KUHARSKI | Board Member | — | ||
| LOU YANG WONG | Board Member | — | ||
| LINDY SI | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| QI-SHU FANG | Board President | 8.5% of Rev | ||
| MEI KUI DING | Board President | 8.5% of Rev | ||
| CECILIA PANG | Secretary | — | ||
| TONY WU | Treasurer | — | ||
| ALLEN KUHARSKI | Board Member | — | ||
| LOU YANG WONG | Board Member | — | ||
| LINDY SI | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,226 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 24 points below the peer median (5 vs. 29).
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 17.1% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.