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
44
Score
Governance
50
Score
Financial
30
Score
Program
60
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 14.2% | 44 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 13.8% | 48 | Fragile | Recovery | |
| 2021 | — | — | 15.1% | 51 | Fragile | Recovery | |
| 2020 | — | — | 10.8% | 44 | Financially Distressed | Recovery | |
| 2019 | — | — | 7.8% | 44 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 8.7% | 48 | Fragile | Recovery | |
| 2017 | — | — | 9.7% | 38 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 9.2% | 40 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 8.2% | 42 | Financially Distressed | Recovery | |
| 2014 | — | — | 10.1% | 45 | Fragile | Gov Risk | |
| 2013 | — | — | 9.6% | 48 | Fragile | Decline Risk | |
| 2012 | — | — | 7.8% | 54 | Fragile | Recovery | |
| 2011 | — | — | 8.6% | 50 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Josh Costello | Artistic Director | 5.6% of Rev | ||
| Josh Costello | Artistic Director | 4.9% of Rev | ||
| Robin Dolan | Executive Director | 4.4% of Rev | ||
| Nicole Schulz | Executive Director | 4.2% of Rev | ||
| Robin Dolan | Executive Director | 4.0% of Rev | ||
| Rebecca Parlette-Edwards | Board President | — | ||
| Rosalind Kim | Interim V.P. | — | ||
| Tom Worth | Treasurer | — | ||
| Alan Miller | Secretary | — | ||
| Daria Hepps | Board Member | — | ||
| Kinman Tong | Board Member | — | ||
| Rebecca Parlette-Edwards | Board President | — | ||
| Rosalind Kim | Interim V.P. | — | ||
| Tom Worth | Treasurer | — | ||
| Alan Miller | Secretary | — | ||
| Kinman Tong | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Josh Costello | Artistic Director | 5.7% of Rev | ||
| Sharon Dolan | Interim Man Dir | 3.5% of Rev | ||
| Nicole Schulz | Business Mgr | 3.5% of Rev | ||
| Francesca Gabourel | Board Member | 2.1% of Rev | ||
| Lance Gardner | Board President | — | ||
| Gertrude Allen | Board President | — | ||
| Rebecca Parlette-Edwards | Treasurer | — | ||
| George Hisert | Secretary | — | ||
| Rosalind Kim | Board Member | — | ||
| Alan Miller | Board Member | — | ||
| Craig Moody | Board Member | — | ||
| Edward Schneider | Board Member | — | ||
| Kinman Tong | Board Member | — | ||
| Tom Worth | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Julie Saltzman Kellner | Executive Director | 5.3% of Rev | ||
| Josh Costello | Artistic Director | 4.5% of Rev | ||
| Joan Catherine Braun | Board President | — | ||
| Kitt Shute | Board President | — | ||
| Rebecca Parlette-Edwards | Treasurer | — | ||
| George Hisert | Secretary | — | ||
| Gertrude Allen | Board Member | — | ||
| Elizabeth Burwell | Board Member | — | ||
| Lance Gardner | Board Member | — | ||
| Ellen Levine | Board Member | — | ||
| Rosalind Kim | Board Member | — | ||
| Craig Moody | Board Member | — | ||
| Ed Schneider | Board Member | — | ||
| Kinman Tong | Board Member | — | ||
| Tom Worth | Board Member | — | ||
| Sharon Dolan | Interim E.D. | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Julie Saltzman Kellner | Executive Director | 5.1% of Rev | ||
| Josh Costello | Artistic Director | 3.1% of Rev | ||
| Gary H Moore | Board President | — | ||
| Ellen B Levine | Board President | — | ||
| Edward Schneider | Treasurer | — | ||
| George Hisert | Secretary | — | ||
| Joan Catherine Braun | Board Member | — | ||
| Elizabeth Burwell | Board Member | — | ||
| Lance Gardner | Board Member | — | ||
| Deborah S Goodman | Board Member | — | ||
| Rosalind Kim | Board Member | — | ||
| Craig Moody | Board Member | — | ||
| Rebecca Parlette-Edwards | Board Member | — | ||
| Ed Schneider | Board Member | — | ||
| Kitt Shute | Board Member | — | ||
| Sallie Weissinger | Board Member | — | ||
| Tom Worth | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
30 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
44 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,424 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
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 14.2% 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:
- 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.