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 | — | — | 25.4% | 36 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 23.8% | 45 | Fragile | Gov Risk | |
| 2021 | — | — | 22.1% | 45 | Fragile | Gov Risk | |
| 2020 | — | — | 31.0% | 30 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 18.7% | 35 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 23.1% | 35 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 10.8% | 37 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 15.6% | 35 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 14.7% | 41 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 22.0% | 37 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 41.8% | 38 | Fragile | Recovery | |
| 2012 | — | — | 137.3% | 32 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | — | 52 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARBE MARSHALL HANSEN | EXECUTIVE DI | 33.5% of Rev | ||
| MARK GARTON | Treasurer | — | ||
| JIM MCGIBBON | Secretary | — | ||
| TOM TARNOW | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARBE MARSHALL HANSEN | EXECUTIVE DI | 27.7% of Rev | ||
| MARK GARTON | Treasurer | — | ||
| JIM MCGIBBON | Secretary | — | ||
| TOM TARNOW | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARBE MARSHALL HANSEN | EXECUTIVE DI | 21.9% of Rev | ||
| BECKY AMBLE | PAST SECRETA | — | ||
| LISA BOE | Treasurer | — | ||
| MARK GARTON | Treasurer | — | ||
| JERIANN JEVNING-JONES | PAST PRESIDE | — | ||
| LORI NELSON | Secretary | — | ||
| TOM TARNOW | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 47 other orgs in MN with NTEE prefix A2.
Most-divergent component: governance score sits 8 points below the peer median (42 vs. 50).
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 25.4% is modestly above the sector's healthy band (18–22%) — worth monitoring.
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.