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
38
Score
Governance
42
Score
Financial
40
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Compensation Escalation
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 39.7% | 38 | Fragile | Gov Risk | |
| 2022 | — | — | 14.9% | 49 | Fragile | Recovery | |
| 2021 | — | — | 40.9% | 38 | Fragile | Gov Risk | |
| 2020 | — | — | 24.7% | 43 | Fragile | Gov Risk | |
| 2019 | — | — | 10.9% | 49 | Fragile | Recovery | |
| 2018 | — | — | 15.2% | 43 | Fragile | Stable Watch | |
| 2017 | — | — | — | 42 | Fragile | Gov Risk | |
| 2016 | — | — | 26.9% | 36 | Governance-Stressed | Gov Risk | |
| 2015 | — | — | 32.6% | 25 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 48.0% | 27 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 48.4% | 27 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 30.5% | 42 | Governance-Stressed | Gov Risk | |
| 2011 | — | — | 23.6% | 43 | Fragile | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STACY PELKIE | KEY EMPLOYEE | 19.9% of Rev | ||
| REED LEZLIE | KEY EMPLOYEE | 7.2% of Rev | ||
| MATTHEW BARRET | KEY EMPLOYEE | 6.0% of Rev | ||
| TINA NOBLE | KEY EMPLOYEE | 4.7% of Rev | ||
| KRISTINA KISS | KEY EMPLOYEE | 0.9% of Rev | ||
| FRAN MAXWELL | Board President | — | ||
| JON MATHES | Board Member | — | ||
| ERIN KINNEY | Board President | — | ||
| LIZ ELLSWORTH | Board Member | — | ||
| KIM DIRIENZ | Treasurer | — | ||
| KATIE FLANDERS | Board Member | — | ||
| JENNIFER HAMPSON | Board Member | — | ||
| CURT HOLMES | Board Member | — | ||
| NANCY KISS | Board Member | — | ||
| SUSIE BISSON | Secretary | — | ||
| KIM LEGARZA | Board Member | — | ||
| NANCY PETERSON | Board Member | — | ||
| MCKENNA FLANDERS | SELKIRK STUDENT REP | — | ||
| STEVE SCHLOSSER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STACY PELKIE | KEY EMPLOYEE | 18.2% of Rev | ||
| MITCHELL WHITE | KEY EMPLOYEE | 4.1% of Rev | ||
| REED LEZLIE | KEY EMPLOYEE | 2.2% of Rev | ||
| LATISHA CHANTRY | KEY EMPLOYEE | 1.5% of Rev | ||
| LEININGER TARA | KEY EMPLOYEE | 1.2% of Rev | ||
| SIRIANA CATES | KEY EMPLOYEE | 0.8% of Rev | ||
| VONWALTER ELISSA | KEY EMPLOYEE | 0.5% of Rev | ||
| DEFOREST CATES | KEY EMPLOYEE | 0.2% of Rev | ||
| FRAN MAXWELL | Board President | — | ||
| DONIVAN JOHNSON | Board Member | — | ||
| ERIN KINNEY | Board President | — | ||
| JENNIFER HAMPSON | Board Member | — | ||
| KIM DIRIENZ | Treasurer | — | ||
| LIZ ELLSWORTH | Board Member | — | ||
| KIM LEGARZA | Board Member | — | ||
| NANCY KISS | Board Member | — | ||
| KATIE FLANDERS | Board Member | — | ||
| SUSIE BISSON | Secretary | — | ||
| NANCY PETERSON | Board Member | — | ||
| CURT HOLMES | Board Member | — | ||
| EDDIE BANDA | Board Member | — | ||
| ELENNA FLANDERS | SELKIRK STUDENT REP | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STACY PELKIE | KEY EMPLOYEE | 16.3% of Rev | ||
| SIRIANA CATES | KEY EMPLOYEE | 3.4% of Rev | ||
| LATISHA CHANTRY | KEY EMPLOYEE | 3.1% of Rev | ||
| LEININGER TARA | KEY EMPLOYEE | 0.8% of Rev | ||
| JESSICA COLLISON | KEY EMPLOYEE | 0.8% of Rev | ||
| VONWALTER ELISSA | KEY EMPLOYEE | 0.4% of Rev | ||
| DEFOREST CATES | KEY EMPLOYEE | 0.4% of Rev | ||
| PATRICK ISIDORA | KEY EMPLOYEE | 0.3% of Rev | ||
| HAMPSON JENNIFER | KEY EMPLOYEE | 0.2% of Rev | ||
| FRAN MAXWELL | Board President | — | ||
| DONIVAN JOHNSON | Board Member | — | ||
| ERIN KINNEY | Board President | — | ||
| JENNIFER HAMPSON | Board Member | — | ||
| KIM DIRIENZ | Treasurer | — | ||
| LIZ ELLSWORTH | Board Member | — | ||
| KIM LEGARZA | Board Member | — | ||
| NANCY KISS | Board Member | — | ||
| KATIE FLANDERS | Board Member | — | ||
| DEBRA LINK | Secretary | — | ||
| NANCY PETERSON | Board Member | — | ||
| ELENNA FLANDERS | SELKIRK STUDENT REP | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STACY PELKIE | KEY EMPLOYEE | 13.4% of Rev | ||
| JESSICA COLLISON | KEY EMPLOYEE | 3.4% of Rev | ||
| SIRIANA CATES | KEY EMPLOYEE | 1.5% of Rev | ||
| MONICA MCMACKIN | KEY EMPLOYEE | 0.7% of Rev | ||
| LATISHA CHANTRY | KEY EMPLOYEE | 0.6% of Rev | ||
| LYNN HOLTER | KEY EMPLOYEE | 0.5% of Rev | ||
| DEFOREST CATES | KEY EMPLOYEE | 0.1% of Rev | ||
| FRAN MAXWELL | Board President | — | ||
| DONIVAN JOHNSON | Board Member | — | ||
| ERIN KINNEY | Board President | — | ||
| JENNIFER HAMPSON | Board Member | — | ||
| KIM DIRIENZ | Treasurer | — | ||
| LIZ ELLSWORTH | Board Member | — | ||
| KIM LEGARZA | Board Member | — | ||
| NANCY KISS | Board Member | — | ||
| KATIE FLANDERS | Board Member | — | ||
| DEBRA LINK | Secretary | — | ||
| NANCY PETERSON | Board Member | — | ||
| ELENNA FLANDERS | SELKIRK STUDENT REP | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
40 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
38 / 100
Priority Review
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: governance score sits 8 points below the peer median (42 vs. 50).
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 39.7% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 39.7% to under 22% of revenue — would move governance score by ~35 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.