Compensation Escalation Cycle
Compensation Escalation Cycle
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
Compensation Escalation Cycle
"Utilizes music as a medium to connect and bridge different generations."
— Statement of Program Service Accomplishments
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
40
Score
Governance
45
Score
Financial
50
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 | Hidden | Hidden | 23.6% | 40 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | — | 40 | Fragile | Recovery | |
| 2021 | — | — | 40.2% | 37 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 31.7% | 42 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 8.7% | 49 | Fragile | Recovery | |
| 2018 | — | — | — | 45 | Fragile | Recovery | |
| 2017 | — | — | — | 41 | Fragile | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Stable Watch | |
| 2015 | — | — | — | 43 | Fragile | Recovery | |
| 2014 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 43 | Fragile | Stable Watch | |
| 2012 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Allison Russo | Board Member | 28.2% of Rev | ||
| ALLISON RUSSO | Board Member | 16.5% of Rev | ||
| Warren Cohen | Board Member | 7.6% of Rev | ||
| WARREN COHEN | Artistic Director | 7.0% of Rev | ||
| ROBERT WAGNER | Board Member | 0.1% of Rev | ||
| Susan Peterson | Board President | — | ||
| Alan Campell | Treasurer | — | ||
| Len Avdey | Board Member | — | ||
| Cheryl Ryan | Secretary | — | ||
| Al Elefante | Board Member | — | ||
| Robert Wagner | Board Member | — | ||
| Dr John Tabachnick | Board Member | — | ||
| Erin Norton | Board Member | — | ||
| Faith Feurman | Board President | — | ||
| Thomas Williams | Board Member | — | ||
| Richard Shiarella | Board Member | — | ||
| Patrick Bender | Board Member | — | ||
| SUSAN PETERSON | Board President | — | ||
| ALAN CAMPELL | Treasurer | — | ||
| LEN AVDEY | Board Member | — | ||
| RACHEL DOUGLAS | Secretary | — | ||
| AL ELEFANTE | Board Member | — | ||
| DR JOHN TABACHNICK | Board Member | — | ||
| CHERYL RYAN | Board Member | — | ||
| FAITH FEURMAN | Board President | — | ||
| THOMAS WILLIAMS | Board Member | — | ||
| RICHARD SHIARELLA | Board Member | — | ||
| PATRICK BANDER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE TOLENTINO | Board Member | 18.6% of Rev | ||
| MARY E SWEET | ADMINISTRATOR | 8.5% of Rev | ||
| WARREN COHEN | Artistic Director | 7.9% of Rev | ||
| ROBERT WAGNER | Board Member | 0.4% of Rev | ||
| SUSAN PETERSON | Treasurer | — | ||
| ALAN CAMPELL | Board President | — | ||
| LEN AVDEY | Board Member | — | ||
| RACHEL DOUGLAS | Secretary | — | ||
| AL ELEFANTE | Board Member | — | ||
| DR JOHN TABACHNICK | Board Member | — | ||
| MICHELLE ELEFANTE | Board Member | — | ||
| FAITH FEURMAN | Board Member | — | ||
| THOMAS WILLIAMS | Board Member | — | ||
| RICHARD SHIARELLA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY E SWEET | Board Member | 12.9% of Rev | ||
| WARREN COHEN | Artistic Director | 6.9% of Rev | ||
| MICHELLE TOLENTINO | Board Member | 6.2% of Rev | ||
| ROBERT WAGNER | Board Member | 0.8% of Rev | ||
| SUSAN PETERSON | Treasurer | — | ||
| ALAN CAMPELL | Board President | — | ||
| LEN AVDEY | Board Member | — | ||
| RACHEL DOUGLAS | Board Member | — | ||
| AL ELEFANTE | Board Member | — | ||
| DR JOHN TABACHNICK | Board Member | — | ||
| Paula Roper | Board Member | — | ||
| MELISSA RYAN | Secretary | — | ||
| MICHELLE STIVALO | Board Member | — | ||
| FAITH FEURMAN | Board Member | — | ||
| THOMAS WILLIAMS | Board Member | — | ||
| RICHARD SHIARELLA | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WARREN COHEN | Artistic Director | 7.9% of Rev | ||
| LIAM KELLER | Board Member | 0.6% of Rev | ||
| ROBERT WAGNER | Board Member | 0.5% of Rev | ||
| SUSAN PETERSON | Treasurer | — | ||
| ALAN CAMPELL | Board President | — | ||
| LEN AVDEY | Board President | — | ||
| JUDY JACOBSON | Board Member | — | ||
| AL ELEFANTE | Board Member | — | ||
| DR JOHN TABACHNICK | Board Member | — | ||
| Paula Roper | Board Member | — | ||
| MELISSA RYAN | Secretary | — | ||
| MICHELLE STIVALO | Board Member | — | ||
| FAITH FEURMAN | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
40 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 175 other orgs in NJ with NTEE prefix A6.
Most-divergent component: financial score sits 16 points above the peer median (50 vs. 34).
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 23.6% 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).
- Reduce top-officer compensation from 23.6% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.