Compensation Escalation Cycle
Compensation Escalation Cycle
Market
Archetype
Mechanical
Natural
Tier
Developing
Trajectory Thumbprint
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.
The Steward
Institutional Health Scores
5-yr trend: Compensation Escalation Cycle ↑
Overall
52
Score
Governance
50
Score
Financial
50
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Compensation Escalation
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 14.0% | 52 | Fragile | Stable Watch | |
| 2022 | — | — | — | 52 | Fragile | Recovery | |
| 2021 | — | — | 7.4% | 46 | Fragile | Decline Risk | |
| 2020 | — | — | 9.2% | 54 | Fragile | Recovery | |
| 2019 | — | — | 8.6% | 52 | Fragile | Recovery | |
| 2018 | — | — | 9.3% | 30 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 10.6% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 16.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 14.5% | 37 | Financially Distressed | Recovery | |
| 2014 | — | — | 15.3% | 35 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 7.7% | 44 | Financially Distressed | Recovery | |
| 2012 | — | — | 12.8% | 42 | Fragile | Recovery | |
| 2011 | — | — | 14.9% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALEXANDRA ARPAJIAN | Executive Director | 14.0% of Rev | ||
| AL GUECIA | Board Member | — | ||
| JULIE LEUCHT | Board Member | — | ||
| JIM MORGAN | Board Member | — | ||
| CARLOS OLVERA | Board Member | — | ||
| ERIN ROGERS | Board Member | — | ||
| BECKY WRAY | Treasurer | — | ||
| RAVEN JEFFERSON | Board President | — | ||
| SCOTT MACLEOD | Board Member | — | ||
| ANIQUE OLIVER BREWER | Board Member | — | ||
| PAM BALDWIN | Board Member | — | ||
| LUCY ORTIZ | Board Member | — | ||
| ABIGAIL LIND | Board Member | — | ||
| CERISE W COLLINS | Board Member | — | ||
| DAVID MASLAND MCCOY | Board Member | — | ||
| JENNIFER HANCE | Board Member | — | ||
| DAVID PITTMAN | Board Member | — | ||
| JORDAN LESSARD | Board Member | — | ||
| MARTHA YARBOROUGH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALEXANDRA ARPAJIAN | Executive Director | 4.5% of Rev | ||
| JOHN BENCINI | Board Member | — | ||
| TOM BLOUNT | Board Member | — | ||
| KEITH BYRD | Board Member | — | ||
| ALLISON CROWLEY | Secretary | — | ||
| SADIE LEDER ELDER | Board Member | — | ||
| JOE GRAY | Board Member | — | ||
| AL GUECIA | Board Member | — | ||
| RAVEN JEFFERSON | Board Member | — | ||
| COURTNEY LOWE | Board Member | — | ||
| JULIE LEUCHT | Board Member | — | ||
| KEN LYON | Board Member | — | ||
| DAN MANROSS | Board Member | — | ||
| JIM MORGAN | Board Member | — | ||
| CARLOS OLVERA | Board President | — | ||
| ERIN ROGERS | Board Member | — | ||
| DEBORAH WALSH | Board Member | — | ||
| BECKY WRAY | Treasurer | — | ||
| MARTHA YARBOROUGH | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBBIE LUMPKINS | Executive Director | 9.5% of Rev | ||
| JOYCE ALLEN | Board Member | — | ||
| JOHN BENCINI | Board Member | — | ||
| KEITH BYRD | Board Member | — | ||
| TOM BLOUNT | Board President | — | ||
| ALLISON CROWLEY | Board Member | — | ||
| JOE GRAY | Board Member | — | ||
| AL GUECIA | Board Member | — | ||
| MARK HARRIS | Board Member | — | ||
| STEVE ILDERTON | Board President | — | ||
| GENE JOHNSON | Board Member | — | ||
| JONATHAN KEELER | Board Member | — | ||
| COLTEN MARBLE | Board Member | — | ||
| DAVID MCCOY | Board Member | — | ||
| JIM MORGAN | Board Member | — | ||
| CARLOS OLVERA | Board President | — | ||
| SADIE LEDER ELDER | Board Member | — | ||
| RAVEN JEFFERSON | Board Member | — | ||
| BECKY WRAY | Treasurer | — | ||
| KIM SHOEMAKER | Secretary | — | ||
| DEBORAH WALSH | Board Member | — | ||
| MARTHA YARBOROUGH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBBIE LUMPKINS | Executive Director | 9.4% of Rev | ||
| JOYCE ALLEN | Board Member | — | ||
| ERICKA BEST-HUNT | Treasurer | — | ||
| VERN BIAETT | Board Member | — | ||
| TOM BLOUNT | Board President | — | ||
| ALLISON CROWLEY | Board Member | — | ||
| JOE GRAY | Board Member | — | ||
| AL GUECIA | Board Member | — | ||
| MARK HARRIS | Board Member | — | ||
| STEVE ILDERTON | Board President | — | ||
| GENE JOHNSON | Board Member | — | ||
| JONATHAN KEELER | Board Member | — | ||
| COLTEN MARBLE | Board Member | — | ||
| DAVID MCCOY | Board President | — | ||
| JIM MORGAN | CAPITAL CAMPAIGN | — | ||
| CARLOS OLVERA | Board Member | — | ||
| KATE ROBERTS | Board Member | — | ||
| DANNY ROGERS | Board Member | — | ||
| TODD SESSA | Board Member | — | ||
| KIM SHOEMAKER | Secretary | — | ||
| DEBORAH WALSH | Board Member | — | ||
| MARTHA YARBOROUGH | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
52 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 144 other orgs in NC with NTEE prefix A2.
Most-divergent component: governance score sits 26 points below the peer median (50 vs. 76).
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 14.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.