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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 58.0% | 30 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 62.8% | 30 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 53.8% | 40 | Governance-Stressed | Recovery | |
| 2020 | — | — | 57.6% | 36 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 46.9% | 40 | Governance-Stressed | Recovery | |
| 2018 | — | — | 50.2% | 38 | Governance-Stressed | Gov Risk | |
| 2017 | — | — | 44.2% | 38 | Governance-Stressed | Recovery | |
| 2016 | — | — | 56.8% | 32 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 44.8% | 40 | Governance-Stressed | Recovery | |
| 2014 | — | — | 44.2% | 32 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 47.2% | 32 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | — | 55 | Fragile | Stable Watch | |
| 2011 | — | — | — | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| COLIN MEIRING | Board Member | 30.7% of Rev | ||
| ANNAH SCULLY | Board Member | 26.9% of Rev | ||
| GRETA GALLI | Board President | — | ||
| DONATELLA SCANIELLO | Treasurer | — | ||
| LYN WOODS | Board President | — | ||
| PAUL BORRILLO | Board Member | — | ||
| JANETTE BIER | Board Member | — | ||
| JEFF WOZER | Board Member | — | ||
| SHELLEY WOODWORTH | Board Member | — | ||
| JIM PYKE | Board Member | — | ||
| JENNIFER BOGGS | Board Member | — | ||
| CARLA MCCONNELL | Board Member | — | ||
| WENDY WRIGHT | Board Member | — | ||
| BILL LAVASSEUR | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| COLIN MEIRING | Board Member | 30.8% of Rev | ||
| ANNAH SCULLY | Board Member | 18.7% of Rev | ||
| JANETTE BIER | Board Member | — | ||
| JENNIFER BOGGS | Board Member | — | ||
| PAUL BORILLO | Board Member | — | ||
| GRETA GALLI | Board President | — | ||
| BILL LEVASSEUR | Board Member | — | ||
| CARLA MCCONNELL | Board Member | — | ||
| JIM PYKE | Board President | — | ||
| DONATELLA SCANIELLO | Secretary | — | ||
| LYN WOODS | VICE PRESIDE | — | ||
| SHELLEY WOODWORTH | Board President | — | ||
| JEFF WOZER | Board Member | — | ||
| WENDY WRIGHT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNAH SCULLY | Board Member | 27.9% of Rev | ||
| COLIN MEIRING | Board Member | 23.8% of Rev | ||
| JANETTE BIER | Board Member | — | ||
| JENNIFER BOGGS | Board Member | — | ||
| PAUL BORILLO | Board Member | — | ||
| GRETA GALLI | Board President | — | ||
| COLLEEN GRAY | Board Member | — | ||
| CARLA MCCONNELL | Board Member | — | ||
| JIM PYKE | Board President | — | ||
| DONATELLA SCANIELLO | Secretary | — | ||
| LYN WOODS | VICE PRESIDE | — | ||
| SHELLEY WOODWORTH | Board President | — | ||
| JEFF WOZER | Board Member | — | ||
| WENDY WRIGHT | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in CO with NTEE prefix A6.
Most-divergent component: financial score sits 21 points below the peer median (15 vs. 36).
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.
Overall score has gone from 40 → 30 over 5 years (declining by 10 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 58.0% is well above the sector's 90th percentile (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 58.0% to under 22% of revenue — would move governance score by ~40 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.