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
40
Score
Program
15
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
2025
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 | 31.7% | 34 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 67.2% | 29 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 96.1% | 38 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 14.8% | 43 | Fragile | Stable Watch | |
| 2019 | — | — | — | 43 | Fragile | Recovery | |
| 2018 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 43 | Fragile | Stable Watch | |
| 2016 | — | — | — | 43 | Fragile | Recovery | |
| 2015 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 39 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Amy Eggleston | Board Member | 20.5% of Rev | ||
| Brenda Coley | Business Manager | 11.2% of Rev | ||
| Al Lilly | Board President | — | ||
| Shauna Barravecchio | Board President | — | ||
| Jill Sprague | Secretary | — | ||
| John Nadelin | Treasurer | — | ||
| Roger Dutcher | Board Member | — | ||
| Terri Ross | Board President | — | ||
| Micah Taylor | Treasurer | — | ||
| Andrea Hoyt | Board Member | — | ||
| Michelle Staley | Board President | — | ||
| Glenn Johnson | Concertmaster | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Benjamin Del Vecchio | Board Member | 25.0% of Rev | ||
| Amy Eggleston | Board Member | 12.2% of Rev | ||
| Brenda Coley | Business Manager | 9.6% of Rev | ||
| Al Lilly | Board President | — | ||
| Shauna Barravecchio | Board President | — | ||
| Jill Sprague | Secretary | — | ||
| John Nadelin | Treasurer | — | ||
| Roger Dutcher | Board Member | — | ||
| Terri Ross | Board President | — | ||
| Yvonne Cavallini | Board Member | — | ||
| Scott Walton | Treasurer | — | ||
| Andrea Hoyt | Board Member | — | ||
| Michele Pitts | Board Member | — | ||
| Brittney Dial | Board President | — | ||
| Glenn Johnson | Concertmaster | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Benjamin Del Vecchio | Artistic Director | 33.3% of Rev | ||
| Amy Eggleston | Accompanist, Asst. Conductor | 5.0% of Rev | ||
| Benjamin Abel | Concertmaster | 3.2% of Rev | ||
| Natalie Etter | Board President | 1.3% of Rev | ||
| Roger Dutcher | Board Member | — | ||
| Jill Sprague | Secretary | — | ||
| Chris Weaver | Bookkeeper | — | ||
| John Nadelin | Treasurer | — | ||
| Glenn Johnson | Grant Coordinator | — | ||
| Terri Ross | Board President | — | ||
| Al Lilly | Board President | — | ||
| Sue Walton | Marketing Coordinator | — | ||
| Scott Walton | Community Representative | — | ||
| Holly Brown | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Benjamin Del Vecchio | Artistic Director | 4.8% of Rev | ||
| Angela Pulliam | Concert Mistress | 2.4% of Rev | ||
| Michael Morin | Office Manager | 0.9% of Rev | ||
| Amy Eggleston | Accompanist, Asst. Conductor | 0.8% of Rev | ||
| Joyce Del Vecchio | Board President | — | ||
| Laurie Sweany | Board President | — | ||
| Roger Dutcher | Board Member | — | ||
| Jill Sprague | Secretary | — | ||
| Denise Laverty | Board Member | — | ||
| Natalie Etter | Board President | — | ||
| Chris Weaver | Bookkeeper | — | ||
| John Nadelin | Treasurer | — | ||
| Robb Dure | Board Member | — | ||
| Glenn Johnson | Grant Coordinator | — | ||
| Terri Ross | Board President | — | ||
| Lynn Saunders | 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
40 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
15 / 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 120 other orgs in IN with NTEE prefix A6.
Most-divergent component: program score sits 18 points below the peer median (15 vs. 33).
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 31.7% 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 31.7% to under 22% of revenue — would move governance score by ~19 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.