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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 40.2% | 41 | Governance-Stressed | Recovery | |
| 2023 | — | — | — | 42 | Fragile | Recovery | |
| 2022 | — | — | 41.4% | 33 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 54.4% | 38 | Governance-Stressed | Recovery | |
| 2020 | — | — | 13.3% | 41 | Fragile | Decline Risk | |
| 2019 | — | — | — | 47 | Fragile | Recovery | |
| 2018 | — | — | — | 43 | Fragile | Decline Risk | |
| 2017 | — | — | — | 47 | Fragile | Recovery | |
| 2016 | — | — | — | 43 | Fragile | Stable Watch | |
| 2015 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 43 | Fragile | Stable Watch | |
| 2013 | — | — | — | 43 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeffery Lund | Board Member | 40.2% of Rev | ||
| Amanda Lukens | Board President | — | ||
| Susan Reynolds | Board President | — | ||
| Phillip Gainey | Treasurer | — | ||
| Lynn Zatzkin | Secretary | — | ||
| Annette Fanslow | Board Member | — | ||
| Jaime Faucher | Board Member | — | ||
| Akiko Ketron | Board Member | — | ||
| Caroline Mueller | Board Member | — | ||
| Jay Zatzkin | Board Member | — | ||
| Anna Jensen | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeffery Lund | Board Member | 27.3% of Rev | ||
| Eric Tishkoff | Board President | — | ||
| Susan Reynolds | Board President | — | ||
| Phillip Gainey | Treasurer | — | ||
| Lynn Zatzkin | Secretary | — | ||
| Annette Fanslow | Board Member | — | ||
| Paula Fendler | Board Member | — | ||
| Jaime Faucher | Board Member | — | ||
| Akiko Ketron | Board Member | — | ||
| Amanda Lukens | Board Member | — | ||
| Austin Mangle | Board Member | — | ||
| Caroline Mueller | Board Member | — | ||
| Jay Zatzkin | Board Member | — | ||
| Anna Jensen | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeffery Lund | Board Member | 23.5% of Rev | ||
| Eric Tishkoff | Board President | — | ||
| Susan Reynolds | Board President | — | ||
| Nancy Hall | Treasurer | — | ||
| Annette Fanslow | Secretary | — | ||
| Philip Gainey | Board Member | — | ||
| Paula Fendler | Board Member | — | ||
| Jaime Faucher | Board Member | — | ||
| Akiko Ketron | Board Member | — | ||
| Amanda Lukens | Board Member | — | ||
| Austin Mangle | Board Member | — | ||
| Caroline Mueller | Board Member | — | ||
| Jay Zatzkin | Board Member | — | ||
| Lynn Zatzkin | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeffery Lund | Board Member | 13.6% of Rev | ||
| Eric Tishkoff | Board President | — | ||
| Susan Reynolds | Board President | — | ||
| Nancy Hall | Treasurer | — | ||
| Annette Fanslow | Secretary | — | ||
| Philip Gainey | Board Member | — | ||
| Paula Fendler | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 235 other orgs in WA with NTEE prefix A6.
Most-divergent component: financial score sits 30 points above the peer median (70 vs. 40).
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 40.2% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 40.2% to under 22% of revenue — would move governance score by ~36 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.