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 | 32.2% | 21 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 33.7% | 30 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 19.2% | 49 | Fragile | Recovery | |
| 2019 | — | — | — | 45 | Fragile | Recovery | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 37 | Fragile | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Stable Watch | |
| 2015 | — | — | — | 47 | Fragile | Stable Watch | |
| 2014 | — | — | — | 47 | Fragile | Stable Watch | |
| 2013 | — | — | — | 43 | Fragile | Decline Risk | |
| 2012 | — | — | — | 57 | Fragile | Recovery | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MATTHEW LEWIS | Artistic Director | 32.2% of Rev | ||
| CARRIE SHIRLEY | Board President | — | ||
| LILLIAN WALDMANN | Board Member | — | ||
| WILLIAM GROSSMAN | Board Member | — | ||
| PAUL SECOR | Board Member | — | ||
| PAT RASILE | Treasurer | — | ||
| MIRIAM MICHEL | Secretary | — | ||
| PHILLIP MARTIN | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MATTHEW LEWIS | Artistic Director | 31.3% of Rev | ||
| POOJA SAHA | Board President | — | ||
| GAIL BEDI | Board Member | — | ||
| HARVINDER BEDI | Board Member | — | ||
| PAUL SECOR | Board Member | — | ||
| PAT RASILE | Treasurer | — | ||
| TIM VIOLETTE | Secretary | — | ||
| WILLIAM GROSSMAN | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MATTHEW LEWIS | Artistic Director | 29.3% of Rev | ||
| POOJA SAHA | Board President | — | ||
| PAUL SECOR | Board Member | — | ||
| PAT RASILE | Treasurer | — | ||
| TIM VIOLETTE | Board President | — | ||
| WILLIAM GROSSMAN | Board President | — | ||
| VIRGINIA THOMAS | Board Member | — | ||
| SEAN NAM | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 14 points below the peer median (15 vs. 29).
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 32.2% 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 32.2% to under 22% of revenue — would move governance score by ~20 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.