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 | 63.6% | 19 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | — | 22 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 59.7% | 19 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 63.8% | 20 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 47.9% | 24 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 23 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Josie Anderson | Executive Director | 17.4% of Rev | ||
| Conrad Dunn | NUYS Conductor | 12.3% of Rev | ||
| Heather Lyman | Executive Director | 11.6% of Rev | ||
| Ghyas Zeidieh | NUYCO Conductor | 7.5% of Rev | ||
| Sarah Kateifides | NUYWE Conductor | 6.0% of Rev | ||
| Jaquell Taylor Hubner | NUYPS Conductor | 6.0% of Rev | ||
| Kathryn Bodrero | Executive Dir. | 1.5% of Rev | ||
| Doris D'Asto | Chairman & Grant Writer | 1.3% of Rev | ||
| Jacob Krebs | Treasurer | — | ||
| Naomi Miles | Fundraising Chairman | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Conrad Dunn | NUYS & NUCO Conductor | 13.5% of Rev | ||
| Josie Anderson | Executive Director | 10.9% of Rev | ||
| Jayme McKenna | Board Member | 10.2% of Rev | ||
| Nathan West | NUYCO Conductor | 6.7% of Rev | ||
| Abigail Erickson | NUYWE Conductor | 6.4% of Rev | ||
| Elizabeth Marsh | NUYPS Conductor | 6.0% of Rev | ||
| Krestin Erickson | Board Member | 5.0% of Rev | ||
| Doris D'Asto | Chairman & Grant Writer | 1.3% of Rev | ||
| Catherine W Prows | Treasurer | — | ||
| Naomi Miles | Fundraising Chairman | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Conrad Dunn | NUYS & NUCO Conductor | 12.3% of Rev | ||
| Josie Anderson | Executive Director | 10.4% of Rev | ||
| Jayme McKenna | Board Member | 7.7% of Rev | ||
| Nathan West | NUYCO Conductor | 7.2% of Rev | ||
| Julie Gardner | Board Member | 3.0% of Rev | ||
| Doris D'Asto | Chairman & Grant Writer | 1.3% of Rev | ||
| Catherine W Prows | Treasurer | — | ||
| Naomi Miles | Fundraising Chairman | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Julie Gardner | Board Member | 11.4% of Rev | ||
| Conrad Dunn | NUYS & NUCO Conductor | 11.4% of Rev | ||
| Josie Anderson | Executive Director | 8.5% of Rev | ||
| Nathan West | NUYCO Conductor | 5.5% of Rev | ||
| Doris D'Asto | Chairman & Grant Writer | 1.3% of Rev | ||
| Catherine W Prows | Treasurer | — | ||
| Naomi Miles | Fundraising Chairman | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 81 other orgs in UT with NTEE prefix A6.
Most-divergent component: program score sits 25 points below the peer median (5 vs. 30).
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 63.6% is well above the sector's 90th percentile (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 63.6% to under 22% of revenue — would move governance score by ~40 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.