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 | — | — | 24.2% | 36 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 22.6% | 41 | Fragile | Gov Risk | |
| 2021 | — | — | — | 46 | Fragile | Gov Risk | |
| 2020 | — | — | 8.2% | 49 | Fragile | Recovery | |
| 2019 | — | — | 17.9% | 30 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 17.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 15.1% | 36 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 11.7% | 45 | Fragile | Stable Watch | |
| 2015 | — | — | 6.9% | 46 | Fragile | Recovery | |
| 2014 | — | — | — | 49 | Fragile | Recovery | |
| 2013 | — | — | — | 45 | Fragile | Stable Watch | |
| 2012 | — | — | — | 45 | Fragile | Decline Risk | |
| 2011 | — | — | — | 52 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL CONROY | EXECUTIVE DI | 24.2% of Rev | ||
| SHARON ALEXANDER | DEVELOPMENT | — | ||
| JIM BREWER | DEVELOPMENT | — | ||
| JOE FISHLEIGH | Treasurer | — | ||
| ELEANOR FRASER | DEVELOPMENT | — | ||
| JOANN FREEBURG | Vice President | — | ||
| RITA HOOD | Board President | — | ||
| BILL HUMLEKER | EDUCATION | — | ||
| BONNIE LIKENS | MARKETING | — | ||
| BILL MEDINA | Treasurer | — | ||
| TIM PARKS | Treasurer | — | ||
| CINDY RUZAK | DEVELOPMENT | — | ||
| CAROLYN TACKETT | EDUCATION | — | ||
| AMANDA TRENT | EDUCATION | — | ||
| JULIE WILMOT | MARKETING | — | ||
| PHIL WILMOT | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL CONROY | EXECUTIVE DI | 23.9% of Rev | ||
| CRICKET CRIGLER | Board President | — | ||
| RITA HOOD | VICE PRESIDE | — | ||
| BRADLEY JONES | Treasurer | — | ||
| BILL ELDER | Secretary | — | ||
| MATT ALDRICH | Board Member | — | ||
| SUSAN FRAME | Board Member | — | ||
| ELEANOR FRASER | Board Member | — | ||
| JOANN FREEBURG | Board Member | — | ||
| DAVID HUFF | Board Member | — | ||
| BILL HUMLEKER | Board Member | — | ||
| STEVE JOHNSON | Board Member | — | ||
| TIM PARKS | Board Member | — | ||
| EMILY POOLE | Board Member | — | ||
| RICHARD RICCARDI | Board Member | — | ||
| AMANDA TANT | Board Member | — | ||
| CAROLYN TACKETT | Board Member | — | ||
| SUSAN THOMAS | Board Member | — | ||
| JULIE WILMOT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL CONROY | EXECUTIVE DI | 10.8% of Rev | ||
| JERRY PYLES | Board President | — | ||
| CRICKET CRIGLER | VICE PRESIDE | — | ||
| JULES HAGYMASSY | Secretary | — | ||
| ROSS NICHOLSON | Treasurer | — | ||
| BILL ELDER | Board Member | — | ||
| DEBBIE EVILIA | Board Member | — | ||
| SUSAN FRAME | Board Member | — | ||
| ELEANOR FRASER | Board Member | — | ||
| JOANN FREEBURG | Board Member | — | ||
| CHERYL HAGYMASSY | Board Member | — | ||
| MARY HIGHBERGER | Board Member | — | ||
| RITA HOOD | Board Member | — | ||
| DAVID HUFF | Board Member | — | ||
| STEVE JOHNSON | Board Member | — | ||
| BRADLEY JONES | Board Member | — | ||
| CAROLINE KNOX | Board Member | — | ||
| EMILY POOLE | Board Member | — | ||
| LARRY SHELTON | Board Member | — | ||
| STEVE STOUT | Board Member | — | ||
| DOUGLAS THIEL | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 221 other orgs in NC with NTEE prefix A6.
Most-divergent component: financial score sits 22 points below the peer median (30 vs. 52).
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 24.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- 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.