Compensation Escalation Cycle
Compensation Escalation Cycle
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Steward
Institutional Health Scores
5-yr trend: Compensation Escalation Cycle ↑
Overall
41
Score
Governance
45
Score
Financial
30
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Compensation Escalation
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 18.0% | 41 | Financially Distressed | Decline Risk | |
| 2023 | Hidden | Hidden | 9.5% | 44 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 5.3% | 48 | Fragile | Recovery | |
| 2021 | — | — | 26.8% | 46 | Governance-Stressed | Recovery | |
| 2020 | — | — | 12.6% | 41 | Fragile | Recovery | |
| 2019 | — | — | 12.5% | 35 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 5.3% | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | 5.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 4.7% | 35 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 5.1% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 6.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 5.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 4.7% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID WILEY | Board Member | 9.6% of Rev | ||
| DAVID CRANE | Executive Dir. | 8.5% of Rev | ||
| MONICA MONDAY | Board President | — | ||
| CHRIS VOGADO | Board Member | — | ||
| DR LEE LEARMAN | Board Member | — | ||
| MICHAEL MAXEY | Board President | — | ||
| HELENE DREILING | Secretary | — | ||
| SANDRA SMITH | Board Member | — | ||
| RICHARD GARBEE | Treasurer | — | ||
| SAM LIONBERGER | Board Member | — | ||
| CHRIS HEAD | Board Member | — | ||
| JEANNE FISHWICK | Board Member | — | ||
| JIM HURT | Board Member | — | ||
| ELLIE HAMMER | Board Member | — | ||
| PAUL ECONOMY | Board President | — | ||
| MARY HELEN CHISHOLM | Board Member | — | ||
| SAMUEL OAKEY IV | Board Member | — | ||
| BRENDA CHAPMAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID WILEY | Board Member | 8.5% of Rev | ||
| DAVID CRANE | Executive Dir. | 7.2% of Rev | ||
| CHRIS HEAD | Board Member | — | ||
| SYDNEY NORDT | Board Member | — | ||
| JIM HURT | Board Member | — | ||
| ELLIE HAMMER | Board Member | — | ||
| PAUL ECONOMY | Board President | — | ||
| JANE JOHNSON | Board Member | — | ||
| NICHOLAS CONTE | Board Member | — | ||
| BRENDA CHAPMAN | Board Member | — | ||
| HELEN DEAN | Board Member | — | ||
| BRETT MARSTON | Secretary | — | ||
| NANCY OLIVER GRAY | Board President | — | ||
| DR LEE LEARMAN | Board Member | — | ||
| MICHAEL MAXEY | Board Member | — | ||
| SANDRA SMITH | Board Member | — | ||
| RICHARD GARBEE | Treasurer | — | ||
| JANET JOHNSON PHD | Board Member | — | ||
| JIM McADEN | Board Member | — | ||
| ROBERT SANDEL EDD | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID WILEY | Board Member | 8.1% of Rev | ||
| DAVID WILEY | Board Member | 7.6% of Rev | ||
| DAVID CRANE | Executive Dir. | 6.5% of Rev | ||
| DAVID CRANE | Executive Dir. | 5.9% of Rev | ||
| CHRIS HEAD | Board Member | — | ||
| SYDNEY NORDT | Board Member | — | ||
| JIM HURT | Board Member | — | ||
| ELLIE HAMMER | Board Member | — | ||
| PAUL ECONOMY | Board Member | — | ||
| JANE JOHNSON | Board Member | — | ||
| NICHOLAS CONTE | Board Member | — | ||
| BRENDA CHAPMAN | Board Member | — | ||
| BRETT MARSTON | Secretary | — | ||
| NANCY OLIVER GRAY | Board President | — | ||
| SANDRA SMITH | Board Member | — | ||
| RICHARD GARBEE | Treasurer | — | ||
| JANET JOHNSON PHD | Board Member | — | ||
| JIM McADEN | Board Member | — | ||
| ROBERT SANDEL EDD | Board President | — | ||
| DEL CHRIS HEAD | Board Member | — | ||
| SYDNEY NORDT | Board Member | — | ||
| JIM HURT | Board Member | — | ||
| ELLIE HAMMER | Board Member | — | ||
| PAUL ECONOMY | Board Member | — | ||
| JANE JOHNSON | Board Member | — | ||
| NICHOLAS CONTE | Board Member | — | ||
| BRENDA CHAPMAN | Board Member | — | ||
| RITA D BISHOP EDD | Board Member | — | ||
| BRETT MARSTON | Board Member | — | ||
| NANCY OLIVER GRAY | Board Member | — | ||
| DR ROBIN BAGBY | Board Member | — | ||
| SANDRA SMITH | Board Member | — | ||
| RICHARD GARBEE | Treasurer | — | ||
| JANET JOHNSON PHD | Board Member | — | ||
| JIM McADEN | Board President | — | ||
| ROBERT SANDEL EDD | Board President | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
30 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
41 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in VA with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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 18.0% 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.