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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 12.7% | 37 | Fragile | Gov Risk | |
| 2022 | — | — | — | 37 | Fragile | Gov Risk | |
| 2021 | — | — | 8.1% | 39 | Fragile | Recovery | |
| 2020 | — | — | 16.4% | 37 | Fragile | Recovery | |
| 2019 | — | — | 6.6% | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHILIP J HICKMAN | Artistic Director | 5.1% of Rev | ||
| ROWAN WINTERWOOD | Artistic Director | 3.2% of Rev | ||
| ADAM SIMON | Executive Director | 2.0% of Rev | ||
| TREASURE PATTISON | BOARD TREASU | — | ||
| JEFF LAMB | BOARD PRESID | — | ||
| KEKOA KALUHIOKALANI | BOARD SECRET | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHILIP J HICKMAN | Artistic Director | 7.1% of Rev | ||
| ADAM SIMON | Executive Director | 5.6% of Rev | ||
| TREASURE DAVIDSON | Treasurer | — | ||
| JEFF LAMB | Board President | — | ||
| JOHN MICHAEL HOLMES | Board Member | — | ||
| KEKOA KALUHIOKALANI | Board Member | — | ||
| NORAH GOLDMAN | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHILIP J HICKMAN | Artistic Director | 6.7% of Rev | ||
| ADAM SIMON | Executive Director | 0.6% of Rev | ||
| JODI MARMION | Board President | — | ||
| HEATHER BLACKMON-DEFORNO | Secretary | — | ||
| DAVID R KAZAN | Treasurer | — | ||
| CAROLYN CALDWELL | Board Member | — | ||
| MARIA BYRD | Board Member | — | ||
| JILL STEMEN TANGEMEN | Board Member | — | ||
| JERRI SHAFER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHILIP J HICKMAN | Artistic Director | 6.4% of Rev | ||
| ADAM SIMON | Executive Director | 5.4% of Rev | ||
| JODI MARMION | Board President | — | ||
| SHAUN BROWN | IMMEDIATE PA | — | ||
| HEATHER BLACKMON-DEFORNO | Secretary | — | ||
| DAVID R KAZAN | Treasurer | — | ||
| CAROLYN CALDWELL | Board Member | — | ||
| TIM KNAPIK | Board Member | — | ||
| JILL STEMEN TANGEMEN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADAM SIMON | Executive Director | 5.3% of Rev | ||
| JODI MARMION | Board President | — | ||
| SHAUN BROWN | IMMEDIATE PA | — | ||
| HEATHER BLACKMON-DEFORNO | Secretary | — | ||
| DAVID R KAZAN | Treasurer | — | ||
| JILL D'ANTIGNAC | Board Member | — | ||
| TIM KNAPIK | Board Member | — | ||
| CAROL MULLINAX | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 213 other orgs in OH with NTEE prefix A6.
Most-divergent component: financial score sits 16 points below the peer median (25 vs. 41).
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 12.7% sits within the sector's healthy band (18–22%).
- 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:
- 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.