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 | 34.9% | 38 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | — | 45 | Fragile | Stable Watch | |
| 2022 | — | — | — | 45 | Fragile | Recovery | |
| 2021 | — | — | 21.8% | 47 | Fragile | Recovery | |
| 2020 | — | — | 19.3% | 37 | Fragile | Recovery | |
| 2019 | — | — | 23.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 28.1% | 28 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 23.5% | 33 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 22.7% | 33 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 28.9% | 24 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 24.4% | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 39 | Fragile | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HANNAH COLLINS | Executive Director | Hidden | ||
| BRIDGET BRAZEAU | Executive Director | Hidden | ||
| THOMAS SHELDON MD | Board Member | — | ||
| CASSANDRA LING | Board President | — | ||
| JEAN BAE | Secretary | — | ||
| READ PUKKILA-WORLEY MD | Board Member | — | ||
| STACIE LIN | Board Member | — | ||
| EMMA DOGGETT | Board President | — | ||
| YVONNE SIN ALBERTS | Treasurer | — | ||
| RICH PARKER MD | Board Member | — | ||
| REBECCA KIM | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIDGET E BRAZEAU | Executive Director | Hidden | ||
| BRIDGET E BRAZEAU | Executive Director | Hidden | ||
| THOMAS SHELDON MD | Board Member | — | ||
| MICHAEL BARNETT MD | CHAIRMAN | — | ||
| JEAN BAE | Board Member | — | ||
| READ PUKKILA-WORLEY MD | Board Member | — | ||
| APARNA CHANDRASEKHAR | Board Member | — | ||
| CASSANDRA LING | Board Member | — | ||
| STACIE LIN | Board Member | — | ||
| JUDITH BARR SCD MED | Board Member | — | ||
| EMMA DOGGETT | Board President | — | ||
| YVONNE SIN ALBERTS | Treasurer | — | ||
| RICH PARKER MD | Board Member | — | ||
| THOMAS SHELDON MD | Board Member | — | ||
| MICHAEL BARNETT MD | CHAIRMAN | — | ||
| RAMONA NEE JD | Secretary | — | ||
| READ PUKKILA-WORLEY | Board Member | — | ||
| APARNA CHANDRASEKHAR | Board Member | — | ||
| CASSANDRA LING | Board Member | — | ||
| GRIFFIN KEADY | Board Member | — | ||
| PAUL SILVER | Board Member | — | ||
| LAURA JACOX DMD PHD | Secretary | — | ||
| JUDITH BARR SCD MED | Board Member | — | ||
| EMMA DOGGETT | Board President | — | ||
| YVONNE SIN ALBERTS | Treasurer | — | ||
| RICH PARKER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIDGET E BRAZEAU | Executive Director | Hidden | ||
| THOMAS SHELDON MD | Board Member | — | ||
| MICHAEL BARNETT MD | CHAIRMAN | — | ||
| RAMONA NEE JD | Secretary | — | ||
| READ PUKKILA-WORLEY | Board Member | — | ||
| APARNA CHANDRASEKHAR | Board Member | — | ||
| CASSANDRA LING | Board Member | — | ||
| GRIFFIN KEADY | Board Member | — | ||
| PAUL SILVER | Board Member | — | ||
| LAURA JACOX DMD PHD | Secretary | — | ||
| JUDITH BARR SCD MED | Board Member | — | ||
| EMMA DOGGETT | Board President | — | ||
| YVONNE SIN ALBERTS | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 376 other orgs in MA with NTEE prefix A6.
Most-divergent component: financial score sits 25 points below the peer median (30 vs. 55).
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 34.9% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 34.9% to under 22% of revenue — would move governance score by ~26 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.