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 | 36.5% | 15 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 32.4% | 19 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 14.4% | 24 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 742.4% | 25 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 21.1% | 37 | Fragile | Gov Risk | |
| 2018 | — | — | 12.9% | 43 | Fragile | Recovery | |
| 2017 | — | — | 31.0% | 23 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 30.0% | 17 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 25.9% | 22 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 15.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 19.5% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 20.5% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 19.1% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEY STEINHAGEN | Board Member | 22.8% of Rev | ||
| BENJAMIN COSTELLO | Board Member | — | ||
| JORDAN FEARON | Board President | — | ||
| KERALI REYNOLDS | Secretary | — | ||
| JENNY MILLER | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEY STEINHAGEN | Board Member | 36.5% of Rev | ||
| HEIDI GOLDSTEIN | Board President | — | ||
| JORDAN FEARON | Board President | — | ||
| JANELLE ALVSTAD-MATTSON | Board Member | — | ||
| PETER WARNER | Board Member | — | ||
| JENNY MILLER | Treasurer | — | ||
| KAYLA LYON | Treasurer | — | ||
| JYL DOWD | Board Member | — | ||
| BENJAMIN COSTELLO | Board Member | — | ||
| KERALI REYNOLDS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEY STEINHAGEN | Board Member | 18.3% of Rev | ||
| HEIDI GOLDSTEIN | Board President | — | ||
| JORDAN FEARON | Board President | — | ||
| JANELLE ALVSTAD-MATTSON | Board Member | — | ||
| PETER WARNER | Board Member | — | ||
| JENNY MILLER | Board Member | — | ||
| KAYLA LYON | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEY STEINHAGEN | Board Member | 36.5% of Rev | ||
| JOEY STEINHAGEN | Board Member | 30.1% of Rev | ||
| JORDAN FEARON | Board President | 1.4% of Rev | ||
| HEIDI GOLDSTEIN | Board Member | — | ||
| CATHERINE THRASHER-CARROLL | Board Member | — | ||
| JANELLE ALVSTAD-MATTSON | Board Member | — | ||
| PETER WARNER | Board Member | — | ||
| MATT DOBUSH | Board Member | — | ||
| MARTIN CROSS | Treasurer | — | ||
| KAYLA LYON | Treasurer | — | ||
| JEN KAISER | Secretary | — | ||
| LAUREN LOIACANO | Board Member | — | ||
| HEIDI GOLDSTEIN | Board Member | — | ||
| JORDAN FEARON | Board President | — | ||
| JANELLE ALVSTAD-MATTSON | Board Member | — | ||
| PETER WARNER | Board Member | — | ||
| MATT DOBUSH | Board Member | — | ||
| KAYLA LYON | Treasurer | — | ||
| JEN KAISER | Secretary | — |
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 31 points below the peer median (0 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 36.5% 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 36.5% 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.