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 | 25.7% | 19 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 16.1% | 20 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 30.5% | 28 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 4.9% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HERBERT SCOTT | EXECUTIVE DI | 15.8% of Rev | ||
| NASAR ABADEY | Board Member | — | ||
| MARY COLE | Board Member | — | ||
| GUNAY EVINCH | Board Member | — | ||
| WILLIS GOLDBECK | Secretary | — | ||
| AARON MYERS | BOARD CHAIRM | — | ||
| EVANGELINE PASCHAL | Board Member | — | ||
| DAVID RAY | Board Member | — | ||
| KRISTI WOOLFOLK | Board Member | — | ||
| DAVID WEINER | VICE CHAIRMA | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 55 other orgs in DC with NTEE prefix A6.
Most-divergent component: financial score sits 21 points below the peer median (5 vs. 26).
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 34 → 19 over 5 years (declining by 15 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 25.7% 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.
- Sustained governance decline: score fell from 58 to 42 across 4 years — a multi-year pattern, not a single bad filing.
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.