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 | 19.1% | 35 | Fragile | Gov Risk | |
| 2022 | — | — | 17.8% | 37 | Fragile | Gov Risk | |
| 2021 | — | — | 19.7% | 37 | Fragile | Gov Risk | |
| 2020 | — | — | 20.8% | 40 | Fragile | Gov Risk | |
| 2019 | — | — | 10.4% | 41 | Fragile | Decline Risk | |
| 2018 | — | — | — | 41 | Fragile | Decline Risk | |
| 2017 | — | — | 0.3% | 38 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 37 | Fragile | Decline Risk | |
| 2014 | — | — | — | 41 | Fragile | Recovery | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 14.3% | 35 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 11.6% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHEN MACIASZ | Board President | — | ||
| LORETTA ROBILLARD | Treasurer | — | ||
| EDDIE GUERRA | Board Member | — | ||
| AMY NECK | Board Member | — | ||
| BETTY FONTAINE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHEN MACIASZ | Board President | — | ||
| LORETTA ROBILLARD | Treasurer | — | ||
| EDDIE GUERRA | Board Member | — | ||
| AMY NECK | Board Member | — | ||
| BETTY FONTAINE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 49 other orgs in LA with NTEE prefix A6.
Most-divergent component: program score sits 12 points above the peer median (45 vs. 33).
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 41 → 35 over 5 years (declining by 6 points).
What's driving this score
- Comp-to-revenue ratio of 19.1% 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.