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 | 53.3% | 26 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 23.5% | 41 | Governance-Stressed | Recovery | |
| 2021 | — | — | 49.6% | 23 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 16.9% | 41 | Fragile | Recovery | |
| 2019 | — | — | 24.3% | 20 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 49.4% | 15 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 20.1% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 17.0% | 30 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 151.3% | 13 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 27.8% | 37 | Governance-Stressed | Gov Risk | |
| 2013 | — | — | 6.2% | 50 | Fragile | Recovery | |
| 2012 | — | — | 10.9% | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 12.1% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADAM LESNICK | Executive Director | 53.3% of Rev | ||
| MARK LORIA | Board Member | — | ||
| DAVID BORDEN | Board Member | — | ||
| CHRISTIANNE KAPPS | Treasurer | — | ||
| BARBARA MURRAY | Board Member | — | ||
| WILL SACHSE | Board Member | — | ||
| JAMES ABBOTT | Board Member | — | ||
| ELIZABETH KADERABEK | Board Member | — | ||
| BONITA LINTON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADAM LESNICK | Executive Director | 42.6% of Rev | ||
| BARBARA MURRAY | Board Member | — | ||
| WILL SACHSE | Board Member | — | ||
| JAMES ABBOTT | Board Member | — | ||
| ELIZABETH KADERABEK | Board Member | — | ||
| BONITA LINTON | Board Member | — | ||
| MARK LORIA | Board Member | — | ||
| DOUGLASS MAPP | Board Member | — | ||
| DAVID BORDEN | Board Member | — | ||
| CHRISTIANNE KAPPS | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADAM LESNICK | EXECUTIVE DI | 44.5% of Rev | ||
| CHAU WING LAM | Treasurer | — | ||
| LYNN HOLLEN LEES | EXEC CMTE ME | — | ||
| BARBARA MURRAY | EXEC CMTE ME | — | ||
| WILL SACHSE | EXEC CMTE ME | — | ||
| JAMES ABBOTT | Board Member | — | ||
| ELIZABETH KADERABEK | Board Member | — | ||
| BONITA LINTON | Board Member | — | ||
| MARK LORIA | Board Member | — | ||
| DOUGLAS MAPP | Board Member | — | ||
| TRACY SIMON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADAM LESNICK | EXECUTIVE DI | 39.1% of Rev | ||
| JONATHAN HODGSON | IMMED PAST P | — | ||
| JOANNES HOEK | Board Member | — | ||
| GARY KING | Board President | — | ||
| CHAU WING LAM | Treasurer | — | ||
| LYNN HOLLEN LEES | Board Member | — | ||
| BARBARA MURRAY | Board Member | — | ||
| WILL SACHSE | VICE PRESIDE | — |
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.
What's driving this score
- Comp-to-revenue ratio of 53.3% 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 53.3% 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.