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 | 20.2% | 43 | Fragile | Gov Risk | |
| 2022 | — | — | 7.8% | 49 | Fragile | Recovery | |
| 2021 | Hidden | Hidden | 19.5% | 38 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 56.8% | 33 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 12.8% | 47 | Fragile | Recovery | |
| 2018 | — | — | 12.6% | 45 | Fragile | Gov Risk | |
| 2017 | — | — | 14.8% | 48 | Fragile | Recovery | |
| 2016 | — | — | 8.9% | 48 | Fragile | Recovery | |
| 2015 | — | — | — | 52 | Fragile | Stable Watch | |
| 2014 | — | — | — | 49 | Fragile | Stable Watch | |
| 2013 | — | — | — | 49 | Fragile | Recovery | |
| 2012 | — | — | — | 18 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROLINA THOR | Executive Director | 23.2% of Rev | ||
| BRIAN DUGGAN | Board President | — | ||
| SUSAN KAMINSKI | Board President | — | ||
| RENATO BACCHI | Treasurer | — | ||
| JANIS PEREIRA | Secretary | — | ||
| HARVEY DANIELS | Board Member | — | ||
| BRIAN JEFFE | Board Member | — | ||
| ALYSSA HANNA FALARSKI | Board Member | — | ||
| CARLA SMITH NASH | Board Member | — | ||
| PAUL O'NEILL | Board Member | — | ||
| SEAN SEBASTIAN | Board Member | — | ||
| ALEX SIMAKAS | Board Member | — | ||
| ALEXIS CORRY KAPPEL | Board Member | — | ||
| LINDSAY FOUSE-HOPKINS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROLINA THOR | Executive Director | 22.6% of Rev | ||
| BRIAN DUGGAN | Board President | — | ||
| SUSAN KAMINSKI | Board President | — | ||
| RENATO BACCHI | Treasurer | — | ||
| JANIS PEREIRA | Secretary | — | ||
| HARVEY DANIELS | Board Member | — | ||
| MATTHEW DIANDRETH | Board Member | — | ||
| BRIAN JEFFE | Board Member | — | ||
| ALYSSA HANNA FALARSKI | Board Member | — | ||
| CARLA SMITH NASH | Board Member | — | ||
| PAUL O'NEILL | Board Member | — | ||
| SEAN SEBASTIAN | Board Member | — | ||
| ALEX SIMAKAS | Board Member | — | ||
| ALEXIS CORRY KAPPEL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROLINA THOR | Executive Director | 23.2% of Rev | ||
| BRIAN DUGGAN | Board President | — | ||
| SUSAN KAMINSKI | Board President | — | ||
| RENATO BACCHI | Treasurer | — | ||
| JANIS PEREIRA | Secretary | — | ||
| SARAH AHMAD WILSON | Board Member | — | ||
| NATALIE BOUCHARD | Board Member | — | ||
| HARVEY DANIELS | Board Member | — | ||
| MATTHEW DIANDRETH | Board Member | — | ||
| BRIAN JEFFE | Board Member | — | ||
| ALYSSA HANNA FALARSKI | Board Member | — | ||
| PAULO NZAMBI | Board Member | — | ||
| CARLA SMITH NASH | Board Member | — | ||
| PAUL O'NEILL | Board Member | — | ||
| SEAN SEBASTIAN | Board Member | — | ||
| ALEX SIMAKAS | Board Member | — |
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: program score sits 28 points above the peer median (60 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 20.2% 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).
- 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.