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 | 39.0% | 35 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 41 | Fragile | Recovery | |
| 2021 | — | — | 20.9% | 43 | Fragile | Recovery | |
| 2020 | — | — | 11.0% | 31 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 5.7% | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 21.9% | 26 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 9.7% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 12.9% | 25 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 15.4% | 22 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIM TUCKER RESIGNED 42025 | FORMER EXEC | 36.3% of Rev | ||
| DOUGLAS DREWES AS OF 622025 | EXECUTIVE DI | 24.0% of Rev | ||
| ROBERT BERGBAUER | Secretary | — | ||
| HARRY HAYMAN | Board Member | — | ||
| JUDITH HERBST | Treasurer | — | ||
| KEVIN JOHNSON | Board President | — | ||
| PAUL KRASSEN | Board Member | — | ||
| MEG NORTH | Board Member | — | ||
| IAN SADOCK | Board Member | — | ||
| KHAALEEDAH SMITH | FORMER DIREC | — | ||
| KEVIN VALENTINE | Board Member | — | ||
| KYRA STEWART | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIM TUCKER | EXECUTIVE DI | 35.0% of Rev | ||
| DOUG DREWES | Board Member | 4.0% of Rev | ||
| KEVIN JOHNSON | Board President | — | ||
| JUDITH HERBST | Treasurer | — | ||
| ROBERT BERGBAUER | Board Member | — | ||
| KEVIN VALENTINE | Board Member | — | ||
| KHAALEEDAH SMITH | Board Member | — | ||
| PAUL KRASSEN | Board Member | — | ||
| IAN SADOCK | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIM E TUCKER | EXECUTIVE DI | 25.6% of Rev | ||
| RHENDA FEARRINGTON | Board President | — | ||
| CAROL ROGERS | Board Member | — | ||
| ALAN LEWINE | Board Member | — | ||
| KEVIN JOHNSON | VICE PRESIDE | — | ||
| JANET PARRISH | Treasurer | — | ||
| JUDITH HERBST | Secretary | — | ||
| WATSON WILKINS | Board Member | — | ||
| KEVIN VALENTINE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSEPH L LEWIS III | EXECUTIVE DI | 10.9% of Rev | ||
| RHENDA FEARRINGTON | Board President | — | ||
| CAROL ROGERS | Secretary | — | ||
| ALAN LEWINE | Board Member | — | ||
| KEVIN JOHNSON | VICE PRESIDE | — | ||
| JANET PARRISH | Treasurer | — | ||
| JUDITH HERBST | Secretary | — | ||
| AARON P BROWN | Board Member | — | ||
| WATSON WILKINS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSEPH L LEWIS III | EXECUTIVE DI | 8.9% of Rev | ||
| RHENDA FEARRINGTON | Board President | — | ||
| CAROL ROGERS | Secretary | — | ||
| ALAN LEWINE | Board Member | — | ||
| KEVIN JOHNSON | VICE PRESIDE | — | ||
| JANET PARRISH | Treasurer | — | ||
| JUDITH HERBST | Board Member | — | ||
| AARON P BROWN | Board Member | — | ||
| WATSON WILKINS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 296 other orgs in PA with NTEE prefix A6.
Most-divergent component: governance score sits 8 points below the peer median (42 vs. 50).
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 39.0% 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 39.0% to under 22% of revenue — would move governance score by ~34 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.