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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 24.3% | 24 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 19.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 16.8% | 31 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 23.9% | 26 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 18.8% | 26 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 19.9% | 24 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 17.0% | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 12.8% | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 43 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Allison Pederson | Executive Director | 24.3% of Rev | ||
| Jonathan Lee | Board President | — | ||
| Sarah Vaughn | Secretary | — | ||
| Carol Ann Beasley | Treasurer | — | ||
| Eric Tew | Board Member | — | ||
| Hannah Howle | Board Member | — | ||
| Teresa Oelze | Board Member | — | ||
| Mark Ingram | Board Member | — | ||
| Megan Woosley-Goodman | Board Member | — | ||
| Jasna Shannon | Board Member | — | ||
| Susan Askins | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRANDI WHEELER | Board Member | — | ||
| MARIA CAMPBELL JONES | Board Member | — | ||
| ALISSA SPITTLE | Board President | — | ||
| MISSY CUMMINGS | Board Member | — | ||
| DEBORAH COX | Board Member | — | ||
| JONATHAN LEE | Board President | — | ||
| JENNIFER MARSHALL | Board President | — | ||
| TH PIERCE | Treasurer | — | ||
| ERIC TEW | Board Member | — | ||
| RHONDA COKER | Board Member | — | ||
| CAROL ANN BEASLEY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHERYL HOFFMAN | Board President | — | ||
| PAM YOUNGBLOOD | Board Member | — | ||
| ALISSA SPITTLE | Board President | — | ||
| MONTY BELL | Board Member | — | ||
| MISSY CUMMINGS | Board Member | — | ||
| DEBORAH COX | Board Member | — | ||
| JONATHAN LEE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 130 other orgs in SC with NTEE prefix A6.
Most-divergent component: financial score sits 39 points below the peer median (5 vs. 44).
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 24.3% 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.