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 | 24.6% | 12 | Critical Intervention Needed | Gov Risk | |
| 2023 | Hidden | Hidden | 11.1% | 30 | Critical Intervention Needed | Gov Risk | |
| 2022 | Hidden | Hidden | 15.3% | 14 | Critical Intervention Needed | Gov Risk | |
| 2021 | Hidden | Hidden | 12.7% | 33 | Critical Intervention Needed | Gov Risk | |
| 2020 | Hidden | Hidden | 16.7% | 19 | Critical Intervention Needed | Gov Risk | |
| 2019 | Hidden | Hidden | 13.7% | 22 | Critical Intervention Needed | Gov Risk | |
| 2018 | Hidden | Hidden | 9.3% | 25 | Critical Intervention Needed | Gov Risk | |
| 2017 | Hidden | Hidden | 11.2% | 31 | Critical Intervention Needed | Gov Risk | |
| 2016 | Hidden | Hidden | 13.9% | 23 | Critical Intervention Needed | Gov Risk | |
| 2015 | Hidden | Hidden | 13.9% | 26 | Critical Intervention Needed | Gov Risk | |
| 2014 | Hidden | Hidden | 6.3% | 50 | Governance-Stressed | Gov Risk | |
| 2013 | Hidden | Hidden | 6.8% | 35 | Critical Intervention Needed | Gov Risk | |
| 2012 | Hidden | Hidden | 5.1% | 47 | Governance-Stressed | Gov Risk | |
| 2011 | Hidden | Hidden | 5.5% | 47 | Governance-Stressed | Recovery | |
| 2010 | Hidden | — | — | 49 | Governance-Stressed | Gov Risk |
Officer compensation history
No IRS 990 Part VII compensation data available for this organization.
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 52 other orgs in NM with NTEE prefix A6.
Most-divergent component: governance score sits 37 points below the peer median (10 vs. 47).
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 19 → 12 over 5 years (declining by 7 points).
What's driving this score
- Comp-to-revenue ratio of 24.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Grealish, Jeanne holds 6 distinct authority roles, which creates concentration risk.
- Governance score is in the bottom quartile of the sector, typically driven by compensation concentration or related authority clustering.
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
- Sustained governance crisis: score has stayed below 25 for 5 consecutive years — a chronic pattern.
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.