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 | 23.1% | 22 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 16.8% | 22 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 14.6% | 29 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 24.1% | 24 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 15.6% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 13.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 10.1% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 6.5% | 30 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 5.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 7.0% | 40 | Fragile | Recovery | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOANNA SHERMAN | VICE PRESIDE | 23.1% of Rev | ||
| BETH BRODSKY | Board Member | — | ||
| ETHAN FRISCH | Board President | — | ||
| NADIA GOMES | Board Member | — | ||
| NATASJA SHERIFF | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOANNA SHERMAN | VICE PRESIDE | 23.1% of Rev | ||
| ETHAN FRISCH | Board President | — | ||
| AUSTIN GILLILAND | Board Member | — | ||
| NADIA GOMES | Board Member | — | ||
| AKRATI JOHARI | Board Member | — | ||
| SCOTT KAMEN | Treasurer | — | ||
| MATTHEW KENNIS | Board Member | — | ||
| NATASJA SHERIFF | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOANNA SHERMAN | VICE PRESIDE | 23.1% of Rev | ||
| DONNA BUTCHER-THORPE | Board Member | — | ||
| ETHAN FRISCH | Board President | — | ||
| AUSTIN GILLILAND | Board Member | — | ||
| NADIA GOMES | Board President | — | ||
| AKRATI JOHARI | Board Member | — | ||
| SCOTT KAMEN | Treasurer | — | ||
| MATTHEW KENNIS | Board Member | — | ||
| NATASJA SHERIFF | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOANNA SHERMAN | VICE PRESIDE | 23.1% of Rev | ||
| DONNA BUTCHER-THORPE | Board Member | — | ||
| ETHAN FRISCH | Board President | — | ||
| AUSTIN GILLIAND | Board Member | — | ||
| NADIA GOMES | Board President | — | ||
| AKRATI JOHARI | Board Member | — | ||
| SCOTT KAMEN | Treasurer | — | ||
| MATTHEW KENNIS | Board Member | — | ||
| NATASIA SHERIFF | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 26 points below the peer median (5 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 23.1% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.