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 | Hidden | Hidden | 30.7% | 48 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 32.1% | 50 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 6.6% | 54 | Fragile | Recovery | |
| 2020 | — | — | 8.0% | 52 | Fragile | Recovery | |
| 2019 | — | — | 10.2% | 39 | Financially Distressed | Recovery | |
| 2018 | — | — | 32.4% | 36 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 32.3% | 38 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 34.2% | 40 | Governance-Stressed | Gov Risk | |
| 2015 | — | — | 38.3% | 40 | Governance-Stressed | Gov Risk | |
| 2014 | — | — | — | 49 | Fragile | Gov Risk | |
| 2013 | — | — | 13.0% | 49 | Fragile | Gov Risk | |
| 2012 | — | — | 11.7% | 56 | Fragile | Recovery | |
| 2011 | — | — | 9.6% | 54 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNETTE CONE-SKELTON | Executive Director | 10.0% of Rev | ||
| PHILIP BABB | Board President | — | ||
| ALBERT E BENDER JR | SENIOR COUNSEL | — | ||
| JANE COFER ROPER | Board Member | — | ||
| BETTY EDGE | Board President | — | ||
| MERRILL ELAM | Board President | — | ||
| B HARVEY HILL JR | Board Member | — | ||
| ALEXANDER JOHNSON | Board Member | — | ||
| ELEANOR NEAL | Board Member | — | ||
| CLAUDIA PATTON | Board Member | — | ||
| MARY STANLEY | Board Member | — | ||
| ELKIN CUSHMAN TAYLOR | Board Member | — | ||
| RAMON TOME | Board Member | — | ||
| PATRICIA TOWNSEND | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNETTE CONE-SKELTON | Executive Director | 10.0% of Rev | ||
| RALPH GREEN | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNETTE CONE-SKELTON | Executive Director | 10.4% of Rev | ||
| RALPH GREEN | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 10 other orgs in GA with NTEE prefix A5.
Most-divergent component: financial score sits 20 points above the peer median (50 vs. 30).
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 39 → 48 over 5 years (improving by 9 points).
What's driving this score
- Comp-to-revenue ratio of 30.7% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 30.7% to under 22% of revenue — would move governance score by ~17 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.