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 | — | — | 30.4% | 31 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 43.5% | 33 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 38.9% | 36 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 36.2% | 36 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 22.1% | 43 | Fragile | Gov Risk | |
| 2018 | — | — | 6.9% | 50 | Fragile | Recovery | |
| 2017 | — | — | 16.8% | 45 | Fragile | Recovery | |
| 2016 | — | — | 27.7% | 31 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 25.1% | 33 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 23.5% | 38 | Governance-Stressed | Gov Risk | |
| 2013 | — | — | 20.4% | 41 | Governance-Stressed | Gov Risk | |
| 2012 | — | — | 13.2% | 45 | Fragile | Decline Risk | |
| 2011 | — | — | 12.8% | 49 | Fragile | Recovery | |
| 2010 | — | — | 18.5% | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Julie Primozich | Executive Dir. | 33.4% of Rev | ||
| Jan Price | Secretary | — | ||
| Kathy Ingram | Board Member | — | ||
| Tom Dakin | Board Member | — | ||
| James Kerns | Board Member | — | ||
| Diane Ostendorf | Board President | — | ||
| Mike Sogard | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jessica Myers | Executive Dir. | 38.7% of Rev | ||
| Kathy Ingram | Board Member | — | ||
| Mandi Pralle | Secretary | — | ||
| Diane Ostendorf | Board President | — | ||
| Krista Billhorn | Board Member | — | ||
| Mike Sogard | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeffrey Ebeling | Executive Dir. | 42.2% of Rev | ||
| Kathy Ingram | Board President | — | ||
| Mandi Pralle | Secretary | — | ||
| Diane Ostendorf | Board Member | — | ||
| Krista Billhorn | Board Member | — | ||
| Mike Sogard | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 86 other orgs in IA with NTEE prefix A6.
Most-divergent component: financial score sits 9 points below the peer median (30 vs. 39).
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 30.4% 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 30.4% to under 22% of revenue — would move governance score by ~17 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.