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 | 18.8% | 27 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 11.3% | 39 | Fragile | Recovery | |
| 2022 | Hidden | Hidden | 18.7% | 40 | Fragile | Stable Watch | |
| 2021 | — | — | — | 39 | Fragile | Decline Risk | |
| 2020 | — | — | 13.1% | 51 | Fragile | Recovery | |
| 2019 | — | — | 15.2% | 25 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 12.8% | 35 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Stable Watch | |
| 2014 | — | — | — | 47 | Fragile | Stable Watch | |
| 2013 | — | — | — | 43 | Fragile | Recovery | |
| 2012 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Coons | Artistic Director | 12.2% of Rev | ||
| Adrian Wattenmaker | Board Member | 6.6% of Rev | ||
| William Koppenheffer | Board Member | — | ||
| RoAnne Rogerson | Board Member | — | ||
| Toni Egger | Board Member | — | ||
| Mary Niles | Board Member | — | ||
| Margaret Hunton | Board Member | — | ||
| Bente Torjusen | Board Member | — | ||
| Joan Ecker | Board President | — | ||
| Aline Ordman | Secretary | — | ||
| Nadia Gorman | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Coons | Board Member | 7.5% of Rev | ||
| William Koppenheffer | Board Member | — | ||
| RoAnne Rogerson | Board Member | — | ||
| Toni Egger | Board Member | — | ||
| Joan Ecker | Board President | — | ||
| Aline Ordman | Secretary | — | ||
| Nadia Gorman | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Coons | Board Member | 5.6% of Rev | ||
| Joan Ecker | Board President | — | ||
| Aline Ordman | Secretary | — | ||
| Nadia Gorman | Treasurer | — | ||
| William Koppenheffer | Board Member | — | ||
| RoAnne Rogerson | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 22 other orgs in NH with NTEE prefix A6.
Most-divergent component: financial score sits 36 points below the peer median (5 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 18.8% 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.