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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 31.7% | 36 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 32.9% | 34 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 39.7% | 40 | Governance-Stressed | Recovery | |
| 2020 | — | — | 24.0% | 43 | Fragile | Recovery | |
| 2019 | — | — | 18.7% | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 18.7% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 16.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 17.0% | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 24.2% | 27 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 25.6% | 22 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 24.7% | 30 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 23.3% | 31 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 19.9% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT GARLOCK | EXECUTIVE DI | 18.6% of Rev | ||
| THERESA LESH | BUSINESS MAN | 13.0% of Rev | ||
| GEORGE BLAKE | Board President | — | ||
| GEORGE CARR | Board Member | — | ||
| ERIC DANIEL | Board Member | — | ||
| LYNNE GERACE | EDUCATIONAL | — | ||
| SAM GERACE | Board Member | — | ||
| CALVIN GRIFFITH | Board Member | — | ||
| LOLITA MCDAVID | Board Member | — | ||
| MARC PAIGE | Vice President | — | ||
| GREGORY PICKETT | MARKETING CO | — | ||
| LARRY POPE | Board Member | — | ||
| MARK RIBBANS | Board Member | — | ||
| KEVIN RICHARDS | Board Member | — | ||
| VINCE ROBINSON | Board Member | — | ||
| NANCY L STOKES | Board Member | — | ||
| ROBERT WALSER | Board Member | — | ||
| STEVEN WILLIAMS | Treasurer | — | ||
| JASON NEDLEY | Treasurer | — | ||
| MUSETTE VINCENT | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GEORGE BLAKE | BENEFIT CO-C | — | ||
| LOGAN BRYANT | Secretary | — | ||
| CHRISTOPHER COLES | BENEFIT CO-C | — | ||
| JACK EYRE | Vice President | — | ||
| SCOTT GARLOCK | EXECUTIVE DI | — | ||
| PAUL HUNDERTMARK | Treasurer | — | ||
| THERESA LESH | Executive Director | — | ||
| AARON LIPSITZ | Board Member | — | ||
| STEVEN WILLIAMS | Treasurer | — | ||
| LYNNE GERACE | Vice President | — | ||
| SAM GERACE | Board President | — | ||
| MARC PAIGE | Vice President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 212 other orgs in OH with NTEE prefix A6.
Most-divergent component: program score sits 15 points above the peer median (45 vs. 30).
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%).
- 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:
- 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.