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 |
|---|---|---|---|---|---|---|---|
| 2021 | — | — | 17.6% | 39 | Fragile | Recovery | |
| 2020 | — | — | 25.6% | 30 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 15.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 9.6% | 42 | Financially Distressed | Recovery | |
| 2017 | — | — | 11.2% | 48 | Fragile | Stable Watch | |
| 2016 | — | — | — | 45 | Fragile | Decline Risk | |
| 2015 | — | — | — | 49 | Fragile | Stable Watch | |
| 2014 | — | — | — | 52 | Fragile | Recovery | |
| 2013 | — | — | 8.6% | 46 | Fragile | Recovery | |
| 2012 | — | — | 19.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 41 | Fragile | Recovery | |
| 2010 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Emily Cory | Executive Director | 9.1% of Rev | ||
| Genevieve De Mahy | Artistic Director | 8.5% of Rev | ||
| Ann L Koch | Board Member | — | ||
| Alex Fenhagen | Board Member | — | ||
| John Segal | Board Member | — | ||
| Crystal Adams | Board Member | — | ||
| Genevieve De Mahy | Artistic Director | — | ||
| Jessica Garrett | Board Member | — | ||
| F William Chickering | Secretary | — | ||
| Alex Fenhagen | Board Member | — | ||
| Alan B Long | Board President | — | ||
| John Segal | Board Member | — | ||
| Emily Cory | Executive Director | — | ||
| Jessica Garrett | Board Member | — | ||
| Dan McCulley | Treasurer | — | ||
| Crystal Adams | Board Member | — | ||
| Al Lipperini | Board President | — | ||
| Ann L Koch | Board Member | — | ||
| F William Chickering | Secretary | — | ||
| Alan B Long | Board President | — | ||
| Al Lipperini | Board President | — | ||
| Dan McCulley | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Emily Cory | Executive Dir. | 9.4% of Rev | ||
| Genevieve De Mahy | Artistic Director | 5.1% of Rev | ||
| Ann L Koch | Board President | — | ||
| Al Lipperini | Board President | — | ||
| John Segal | Treasurer | — | ||
| F William Chickering | Secretary | — | ||
| Richard Goldberg PHD | Board Member | — | ||
| Daniel McCulley | Board Member | — | ||
| Alix Fenhagen | Interim Directo | — | ||
| Brian Long | Board Member | — | ||
| Jessica Garrett | Board Member | — | ||
| Crystal Adams | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALIX FENHAGEN | Board Member | 5.3% of Rev | ||
| GENEVIEVE DE MAHY | Artistic Director | 5.1% of Rev | ||
| RICHARD GOLDBERG PHD | Board Member | — | ||
| DANIEL MCCULLEY | Board Member | — | ||
| SHIRLEY BASFIELD DUNLAP PHD | Board Member | — | ||
| JESSICA GARRETT | Board Member | — | ||
| EMILY CORY | Executive Director | — | ||
| ANN L KOCH | Board President | — | ||
| AL LIPPERINI | VICE PRESDIENT | — | ||
| JOHN SEGAL | Treasurer | — | ||
| F WILLIAM CHICKERING | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 76 other orgs in MD with NTEE prefix A6.
Most-divergent component: program score sits 33 points above the peer median (60 vs. 27).
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 48 → 39 over 5 years (declining by 9 points).
What's driving this score
- Comp-to-revenue ratio of 17.6% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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.