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 | — | — | 20.0% | 25 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 41 | Fragile | Decline Risk | |
| 2021 | — | — | — | 51 | Fragile | Recovery | |
| 2020 | — | — | 10.5% | 43 | Financially Distressed | Recovery | |
| 2019 | — | — | 19.9% | 37 | Fragile | Decline Risk | |
| 2018 | — | — | — | 45 | Fragile | Recovery | |
| 2017 | — | — | — | 43 | Fragile | Decline Risk | |
| 2016 | — | — | — | 45 | Fragile | Recovery | |
| 2015 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 41 | Fragile | Recovery | |
| 2012 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATEY LUTZ | EXECUTIVE DI | 20.0% of Rev | ||
| MAGGIE MCCALIP | Treasurer | — | ||
| RITA ALBRECHT | Board President | — | ||
| LOUISE JACKSON | Board Member | — | ||
| STU ROSSELET | Board President | — | ||
| MARTIN GRAEFE | Board President | — | ||
| TIM LUTZ | Board Member | — | ||
| REBECCA SWANSON | Board Member | — | ||
| SUSAN ROSSELET | Secretary | — | ||
| EVE SUMSKY | MUSIC COMMIT | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHANIE ROSENBAUM | EXECUTIVE DI | 16.9% of Rev | ||
| MAGGIE MCCALIP | EXECUTIVE DI | 7.5% of Rev | ||
| ANN LONG-VOELKNER | Board Member | — | ||
| NEIL HENSRUD | Board Member | — | ||
| KARL MORK | Treasurer | — | ||
| LINDA WOLF | Board President | — | ||
| NANCY HAUGEN | Secretary | — | ||
| LOUISE JACKSON | Board Member | — | ||
| STU ROSSELET | Board President | — | ||
| SUE ROSSELET | Board Member | — | ||
| REBECCA CUE | Board Member | — | ||
| ANN LONG-VOELKNER | Board Member | — | ||
| JOHN BUHN | Treasurer | — | ||
| LINDA WOLF | Board President | — | ||
| LOUISE JACKSON | Secretary | — | ||
| STU ROSSELET | Board President | — | ||
| SUE ROSSELET | Board Member | — | ||
| REBECCA CUE | Board Member | — | ||
| MARTIN GRAEFE | Board Member | — | ||
| MARK ROBINSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 174 other orgs in MN with NTEE prefix A6.
Most-divergent component: financial score sits 38 points below the peer median (0 vs. 38).
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 20.0% 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:
- 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.