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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 16.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 15.4% | 33 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 14.9% | 39 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 12.7% | 45 | Fragile | Decline Risk | |
| 2019 | — | — | 7.3% | 54 | Fragile | Recovery | |
| 2018 | — | — | 8.6% | 48 | Fragile | Decline Risk | |
| 2017 | — | — | 7.3% | 54 | Fragile | Recovery | |
| 2016 | — | — | 10.1% | 48 | Fragile | Recovery | |
| 2015 | — | — | 9.2% | 40 | Financially Distressed | Recovery | |
| 2014 | — | — | 11.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 11.0% | 42 | Fragile | Recovery | |
| 2012 | — | — | 12.4% | 31 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 11.4% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Summerlea Kashar | Executive Director | 17.5% of Rev | ||
| Ron Evans | Board President | — | ||
| Michael Johnson PhD | Board President | — | ||
| John Butler | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Summerlea Kashar | Executive Director | 16.0% of Rev | ||
| Ron Evans | Board President | — | ||
| Michael Johnson PhD | Board President | — | ||
| John Butler | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Summerlea Kashar | Executive Director | 16.2% of Rev | ||
| Ron Evans | Board President | — | ||
| Michael Johnson PhD | Board President | — | ||
| John Butler | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Summerlea Kashar | Executive Director | 15.6% of Rev | ||
| Ron Evans | Board President | — | ||
| Michael Johnson PhD | Board President | — | ||
| John Butler | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Summerlea Kashar | Executive Director | 15.6% of Rev | ||
| Ron Evans | Board President | — | ||
| Michael Johnson PhD | Board President | — | ||
| John Butler | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 43 other orgs in CA with NTEE prefix A5.
Most-divergent component: financial score sits 40 points below the peer median (0 vs. 40).
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 16.0% sits within the sector's healthy band (18–22%).
- 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.