Compensation Escalation Cycle
Compensation Escalation Cycle
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Steward
Institutional Health Scores
5-yr trend: Compensation Escalation Cycle ↓
Overall
34
Score
Governance
42
Score
Financial
35
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Compensation Escalation
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 26.0% | 34 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 22.8% | 35 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 31.7% | 40 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 48 | Fragile | Decline Risk | |
| 2019 | — | — | 9.6% | 46 | Fragile | Decline Risk | |
| 2018 | — | — | 7.0% | 50 | Fragile | Recovery | |
| 2017 | — | — | 11.5% | 43 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 11.4% | 45 | Fragile | Decline Risk | |
| 2015 | — | — | 11.7% | 45 | Fragile | Decline Risk | |
| 2014 | — | — | 14.0% | 49 | Fragile | Recovery | |
| 2013 | — | — | 16.3% | 43 | Fragile | Stable Watch | |
| 2012 | — | — | 15.9% | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALECIA ONEILL | Executive Director | 27.7% of Rev | ||
| ALECIA ONEILL | Executive Director | 26.0% of Rev | ||
| MARY EL EMERSON | Board Member | — | ||
| VIRGINIA LEE | Board Member | — | ||
| WHITNEY MCCRACKEN | Board Member | — | ||
| JOSEPH SKUNDRICH | Board Member | — | ||
| DENISE REPPERT | Board President | — | ||
| MEGAN MCKOWN | Board President | — | ||
| ROY FULLER | Treasurer | — | ||
| SARAH GREEN | Secretary | — | ||
| JIM BALDWIN | Board Member | — | ||
| JONI EATON | Board Member | — | ||
| LISA FEIGENBAUM | Board Member | — | ||
| ELAINE GENUTE | Board Member | — | ||
| GREG LAMONICA | Board Member | — | ||
| DENISE REPPERT | Board President | — | ||
| ALYSSA CHAWGO | Board Member | — | ||
| MEGAN MCKOWN | Board President | — | ||
| MARY EL EMERSON | Board Member | — | ||
| ROY FULLER | Treasurer | — | ||
| VIRGINIA LEE | Board Member | — | ||
| SARAH GREEN | Secretary | — | ||
| WHITNEY MCCRACKEN | Board Member | — | ||
| JIM BALDWIN | Board Member | — | ||
| JOSEPH SKUNDRICH | Board Member | — | ||
| JONI EATON | Board Member | — | ||
| KELLY REPPERT | Board Member | — | ||
| LISA FEIGENBAUM | Board Member | — | ||
| ELAINE GENUTE | Board Member | — | ||
| GREG LAMONICA | Board Member | — | ||
| ALYSSA CHAWGO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALECIA ONEILL | Executive Director | 25.0% of Rev | ||
| ANNETTE BURNS | Board President | — | ||
| MARY EL EMERSON | Board President | — | ||
| JOSEPH SKUNDRICH | Treasurer | — | ||
| DENISE REPPERT | Secretary | — | ||
| JIM BALDWIN | Board Member | — | ||
| SHANNON BELTZ | Board Member | — | ||
| MEENA CONANT | Board Member | — | ||
| ROY FULLER | Board Member | — | ||
| ELAINE GENUTE | Board Member | — | ||
| SARAH GREEN | Board Member | — | ||
| VIRGINIA LEE | Board Member | — | ||
| JOYCE ZUMMO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JIM BALDWIN | Board Member | — | ||
| SHANNON BELTZ | Board Member | — | ||
| ANNETTE BURNS | Treasurer | — | ||
| MEENA NAIR CONANT | Board Member | — | ||
| MARY EL EMERSON | VICE PRESIDE | — | ||
| ANNE ENGLISH | Board Member | — | ||
| HON MIKE GENUTE | Board Member | — | ||
| RICHARD HEIM | Board President | — | ||
| REBECCA KAUFMAN | Board Member | — | ||
| DENISE REPPERT | Secretary | — | ||
| JOSEPH SKUNDRICH | Board Member | — | ||
| JOYCE ZUMMO | Board Member | — | ||
| ALECIA O'OEILL | EXECUTIVE DI | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALECIA O'OEILL | EXECUTIVE DI | 23.9% of Rev | ||
| JIM BALDWIN | Board Member | — | ||
| ANNETTE BURNS | Treasurer | — | ||
| MELISSA DECORDOVA | Secretary | — | ||
| MARY EL EMERSON | VICE PRESIDE | — | ||
| ANNE ENGLISH | Board Member | — | ||
| HON MIKE GENUTE | Board Member | — | ||
| RICHARD HEIM | Board Member | — | ||
| TJ MOOREHEAD | Board Member | — | ||
| DENISE REPPERT | Board Member | — | ||
| JOE SKUNDRICH | Board President | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
35 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
34 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NY with NTEE prefix A2.
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 26.0% is modestly above the sector's healthy band (18–22%) — worth monitoring.
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.