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 | — | — | 47.9% | 35 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 26.2% | 36 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 17.7% | 45 | Fragile | Gov Risk | |
| 2020 | — | — | 18.6% | 45 | Fragile | Recovery | |
| 2019 | — | — | 9.6% | 44 | Fragile | Stable Watch | |
| 2018 | — | — | 8.0% | 44 | Fragile | Stable Watch | |
| 2017 | — | — | 5.7% | 44 | Fragile | Stable Watch | |
| 2016 | — | — | 8.2% | 44 | Fragile | Stable Watch | |
| 2015 | — | — | 5.8% | 44 | Fragile | Stable Watch | |
| 2014 | — | — | 6.6% | 40 | Fragile | Stable Watch | |
| 2013 | — | — | 7.1% | 40 | Fragile | Stable Watch | |
| 2012 | — | — | 8.1% | 40 | Fragile | Stable Watch | |
| 2011 | — | — | 8.1% | 40 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRAD ZIMMERMAN | Executive Director | 46.2% of Rev | ||
| DALENE WHITE | Treasurer | 13.2% of Rev | ||
| PERRY DEAN | Board President | — | ||
| WILLIAM TURNER | Secretary | — | ||
| CAROLYN ROBINSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRAD ZIMMERMAN | Executive Director | 29.6% of Rev | ||
| PERRY DEAN | Board President | — | ||
| WILLIAM TURNER | Secretary | — | ||
| DALENE WHITE | Treasurer | — | ||
| CAROLYN ROBINSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 59 other orgs in KS with NTEE prefix A6.
Most-divergent component: governance score sits 8 points below the peer median (42 vs. 50).
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 → 35 over 5 years (declining by 9 points).
What's driving this score
- Comp-to-revenue ratio of 47.9% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 47.9% 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.