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 | 28.0% | 27 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 46.8% | 29 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 44.9% | 29 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 20.9% | 40 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 20.1% | 40 | Governance-Stressed | Recovery | |
| 2018 | — | — | 23.5% | 34 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 15.3% | 47 | Fragile | Stable Watch | |
| 2016 | — | — | 13.9% | 49 | Fragile | Stable Watch | |
| 2015 | — | — | — | 45 | Fragile | Decline Risk | |
| 2014 | — | — | — | 57 | Fragile | Stable Watch | |
| 2013 | — | — | — | 53 | Fragile | Stable Watch | |
| 2012 | — | — | — | 53 | Fragile | Stable Watch | |
| 2011 | — | — | — | 53 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY CASEY | Board President | — | ||
| SYDNEY FENDER | Treasurer | — | ||
| CAROL HAMPTON | Board Member | — | ||
| DR BRANDON HILL | Board Member | — | ||
| SHELLEY MCCARTY | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY CASEY | Board President | — | ||
| SYDNEY FENDER | Board Member | — | ||
| MICKIE GALAJDA | Board Member | — | ||
| CAROL HAMPTON | Board Member | — | ||
| SHELLEY MCCARTY | Board Member | — | ||
| LACEY RICHCREEK | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY CASEY | Board Member | — | ||
| MICKIE GALAJDA | Board Member | — | ||
| CAROL HAMPTON | Board Member | — | ||
| SHELLEY MCCARTY | Board Member | — | ||
| JOSIE SELLERS | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MINDY FEHRMAN | Board Member | — | ||
| CARLYE SHAW | VICE PRESIDE | — | ||
| MELISSA SNIDER | Board Member | — | ||
| JOSHUA WILLIAMS | Board President | — | ||
| BAMBI ZINKON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 49 other orgs in OH with NTEE prefix A2.
Most-divergent component: program score sits 20 points below the peer median (15 vs. 35).
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 28.0% is modestly above the sector's healthy band (18–22%) — worth monitoring.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 28.0% to under 22% of revenue — would move governance score by ~12 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.