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 | — | — | 47.6% | 31 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 25.5% | 35 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 36.4% | 39 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 40.8% | 44 | Governance-Stressed | Recovery | |
| 2018 | — | — | 12.8% | 45 | Fragile | Recovery | |
| 2017 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERI NOAEILL | EXECUTIVE DI | 57.9% of Rev | ||
| TERI NOAEILL | EXECUTIVE DI | 47.7% of Rev | ||
| FRANKLIN CHENMAN | Board Member | — | ||
| MITCH FOWLER | Board Member | — | ||
| KEIARA GLADNEY | Board Member | — | ||
| ANDREW HELMBOLDT | BOARD PRESID | — | ||
| MEGAN PHELAN | BOARD SECRET | — | ||
| JENNIFER PHILP | Board Member | — | ||
| CARRIE STEVENS | Board Member | — | ||
| FRANKLIN CHENMAN | BOARD TREASU | — | ||
| MITCH FOWLER | Board Member | — | ||
| KEIARA GLADNEY | Board Member | — | ||
| MEGAN PHELAN | BOARD SECRET | — | ||
| JENNIFER PHILP | BOARD PRESID | — | ||
| CARRIE STEVENS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERI NOAEILL | EXECUTIVE DI | 45.1% of Rev | ||
| KEIARA GLADNEY | Board Member | — | ||
| ANDREW HELMBOLDT | Board President | — | ||
| JENNIFER PHILP | Board Member | — | ||
| MEGAN PHELAN | BOARD SECRET | — | ||
| CARRIE STEVENS | Board Member | — | ||
| MITCH FOWLER | Board Member | — | ||
| FRANKLIN CHENMAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERI NOAEILL | EXECUTIVE DI | 49.3% of Rev | ||
| TERI NOAEILL | EXECUTIVE DI | 42.4% of Rev | ||
| TERI NOAEILL | EXECUTIVE DI | 15.7% of Rev | ||
| LYNDA HENSEL | Treasurer | 10.9% of Rev | ||
| ANDREW HELMBOLDT | Board President | — | ||
| NATHAN GRAJEK | BOARD TREASU | — | ||
| GAIL SNYDER | BOARD SECRET | — | ||
| THOMAS COLEMAN | Board Member | — | ||
| FRANKLIN CHENMAN | Board Member | — | ||
| HUNTER KING | Board Member | — | ||
| LYNDA HENSEL | Treasurer | — | ||
| ANDREW HELMBOLDT | Board President | — | ||
| NATHAN GRAJEK | BOARD TREASU | — | ||
| GAIL SNYDER | BOARD SECRET | — | ||
| THOMAS COLEMAN | Board Member | — | ||
| FRANKLIN CHENMAN | Board Member | — | ||
| HUNTER KING | Board Member | — | ||
| ANDREW HELMBOLDT | Board President | — | ||
| NATHAN GRAJEK | BOARD TREASU | — | ||
| GAIL SNYDER | BOARD SECRET | — | ||
| THOMAS COLEMAN | Board Member | — | ||
| FRANKLIN CHENMAN | Board Member | — | ||
| HUNTER KING | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 280 other orgs in MI with NTEE prefix A6.
Most-divergent component: governance score sits 20 points below the peer median (42 vs. 62).
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 47.6% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 47.6% 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.