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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | Hidden | Hidden | — | — | Unknown | — | |
| 2021 | — | — | 36.3% | 34 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 37.0% | 38 | Governance-Stressed | Recovery | |
| 2019 | — | — | 34.8% | 36 | Fragile | Gov Risk | |
| 2018 | — | — | 25.3% | 36 | Fragile | Gov Risk | |
| 2017 | — | — | 27.9% | 36 | Fragile | Recovery | |
| 2016 | — | — | 28.3% | 28 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 33.3% | 38 | Governance-Stressed | Gov Risk | |
| 2014 | — | — | — | 51 | Fragile | Recovery | |
| 2013 | — | — | — | 47 | Fragile | Decline Risk | |
| 2012 | — | — | — | 51 | Fragile | Decline Risk | |
| 2011 | — | — | — | 57 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES RAWIE | Artistic Director | Hidden | ||
| JAMES RAWIE | Artistic Director | Hidden | ||
| JAMES RAWIE | Board Member | Hidden | ||
| JONI BOCK | Board Member | — | ||
| CAROLYN MAGIN | Board Member | — | ||
| VALERIE FORTE | Board Member | — | ||
| PAMELA BLINN | Board Member | — | ||
| MEERA BESER | Board Member | — | ||
| KATHLEEN SWARTZ | Board Member | — | ||
| JOHN MANZECK | Board President | — | ||
| SUSAN STANLEY | Board Member | — | ||
| KATE BROWN | Board President | — | ||
| MEERA BESER | Board Member | — | ||
| ROBERT BOUSQUET | Treasurer | — | ||
| VALERIE FORTE | Board Member | — | ||
| JOAN TURNER | Secretary | — | ||
| ROBERT BOUSQUET | Treasurer | — | ||
| JOAN TURNER | Secretary | — | ||
| KATE BROWN | Board President | — | ||
| JOHN MANZECK | Board President | — | ||
| MEERA BESER | Board Member | — | ||
| ROBERT BOUSQUET | Board Member | — | ||
| DIANE MCCORMACK | Board President | — | ||
| BRAD PERRY | VICE PRESIDE | — | ||
| CLAUDE SAPP | DIRECT | — | ||
| RICK STOCKTON | Treasurer | — | ||
| JOAN TURNER | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Rawie | Artistic Director | Hidden | ||
| Meera Beser | Board Member | — | ||
| Joan Turner | Secretary | — | ||
| Brad Perry | Board President | — | ||
| Diane McCormack | Board President | — | ||
| Rick Stockton | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 43 other orgs in NV with NTEE prefix A6.
Most-divergent component: financial score sits 24 points below the peer median (25 vs. 49).
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 36.3% 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 36.3% to under 22% of revenue — would move governance score by ~29 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.