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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 48.4% | 23 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 26 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 96.9% | 13 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 4.1% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 34.0% | 22 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 25.9% | 28 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joe Heimlich | Board President | — | ||
| Don McTigue | Treasurer | — | ||
| Rick Livingston | Secretary | — | ||
| Bradford Sadler | Board Member | — | ||
| Acacia Duncan | Board Member | — | ||
| Audrey Rush | Board Member | — | ||
| Lynda Berge Disser | Board Member | — | ||
| Shelby Williams | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Adam Humphrey | Board Member | 35.6% of Rev | ||
| Eleni Papaleonardos | Artistic Director | 9.1% of Rev | ||
| Dakota Thorn | Board Member | 3.5% of Rev | ||
| Acacia Duncan | Board Member | 0.3% of Rev | ||
| Joe Heimlich | Board President | — | ||
| Don McTigue | Treasurer | — | ||
| Rick Livingston | Secretary | — | ||
| Madeline Anich | Board Member | — | ||
| Bradford Sadler | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Adam Humphrey | Executive Director | 20.7% of Rev | ||
| Joe Heimlich | Board President | — | ||
| Don McTigue | Treasurer | — | ||
| Rick Livingston | Secretary | — | ||
| Madeline Anich | Board Member | — | ||
| Bradley Morris | Board Member | — | ||
| Dakota Thorn | Board Member | — | ||
| Eleni Papaleonardis | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MATT SLAYBAUGH | Executive Director | 6.5% of Rev | ||
| JOE HEIMLICH | Board President | — | ||
| RICK LIVINGSTON | Secretary | — | ||
| DON MCTIGUE | Treasurer | — | ||
| DAVID GLOVER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MATT SLAYBAUGH | Executive Director | 48.3% of Rev | ||
| ELENI PAPALEONARDOS | Artistic Director | 9.6% of Rev | ||
| JOE HEIMLICH | Board President | — | ||
| RICK LIVINGSTON | Secretary | — | ||
| DON MCTIGUE | Treasurer | — | ||
| DAVID GLOVER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 212 other orgs in OH with NTEE prefix A6.
Most-divergent component: program score sits 15 points below the peer median (15 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 48.4% 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 48.4% 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.