Compensation Escalation Cycle
Compensation Escalation Cycle
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Steward
Institutional Health Scores
5-yr trend: Compensation Escalation Cycle ↑
Overall
30
Score
Governance
42
Score
Financial
15
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Compensation Escalation
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 43.4% | 30 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2021 | — | — | 30.6% | 40 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 33.4% | 40 | Governance-Stressed | Recovery | |
| 2019 | — | — | 23.7% | 35 | Fragile | Recovery | |
| 2018 | — | — | 30.7% | 28 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 12.9% | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 12.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 14.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 14.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 12.3% | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 28.8% | 26 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 29.1% | 28 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONOVAN JONES | EXECUTIVE DI | 21.9% of Rev | ||
| JOSEPH OLSON | Board President | — | ||
| CHELSEA PRATT | VICE PRESIDE | — | ||
| DAVID DONOFRIO | Secretary | — | ||
| JERRY RHODES | Treasurer | — | ||
| DEON ALEXANDER | Board Member | — | ||
| DJ BARKS | Board Member | — | ||
| KRIS BOYD | Board Member | — | ||
| CHUCK COHEN | Board Member | — | ||
| SHELLEY COTTRELL | Board Member | — | ||
| GRAYSON FEEMAN | Board Member | — | ||
| MATHEW FOX | Board Member | — | ||
| ANDY MARFURT | Board Member | — | ||
| ANDREW MCLEAN | Board Member | — | ||
| ALLEN PROCTOR | Board Member | — | ||
| JOHN SULLIVAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW FREEMAN | Board President | — | ||
| KRYSTAL JACKOWIAK | Board President | — | ||
| BILL CLARK | Treasurer | — | ||
| MARK KLOPFER | Secretary | — | ||
| BRENT WILLIAMS | Board Member | — | ||
| ALLEN PROCTOR | Board Member | — | ||
| JIM SVAGERKO | Board Member | — | ||
| TAHREA MAYNARD | Board Member | — | ||
| DONTE BAILEY | Board Member | — | ||
| ALAN DAVIS | Board Member | — | ||
| CHUCK COHEN | Board Member | — | ||
| RICH ALONSO | Board Member | — | ||
| JAMES WELLS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JARED BRAYTON BOLLENBACHER | Artistic Director | 18.3% of Rev | ||
| ADAM BURK | Executive Director | 16.4% of Rev | ||
| ANDREW FREEMAN | Board President | — | ||
| KRYSTAL JACKOWIAK | Board President | — | ||
| BILL CLARK | Treasurer | — | ||
| MARK KLOPFER | Secretary | — | ||
| BRENT WILLIAMS | Board Member | — | ||
| RICHARD ALONSO | Board Member | — | ||
| DONTE BAILEY | Board Member | — | ||
| CHUCK COHEN | Board Member | — | ||
| ALAN KOOI DAVIS | Board Member | — | ||
| TAHREA MAYNARD | Board Member | — | ||
| JOSHUA NEWSOME | Board Member | — | ||
| ALLEN PROCTOR | Board Member | — | ||
| MIKAYLA ROBINSON | Board Member | — | ||
| LUSTER SINGLETON | Board Member | — | ||
| JIM SVAGERKO | Board Member | — | ||
| JAMES WELLS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADAM BURK | Executive Director | 15.7% of Rev | ||
| JARED BRAYTON BOLLENBACHER | Artistic Director | 12.7% of Rev | ||
| ANDREW FREEMAN | Board President | — | ||
| JOSHUA NEWSOME | Board President | — | ||
| RACHEL NEWSOME | Treasurer | — | ||
| MARK KLOPFER | Secretary | — | ||
| BRENT WILLIAMS | Board Member | — | ||
| CHUCK COHEN | Board Member | — | ||
| ALAN KOOI DAVIS | Board Member | — | ||
| ALLEN PROCTOR | Board Member | — | ||
| LUSTER SINGLETON | Board Member | — | ||
| MIKAYLA ROBINSON | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
30 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 329 other orgs in OH with NTEE prefix A6.
Most-divergent component: financial score sits 40 points below the peer median (15 vs. 55).
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 43.4% 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 43.4% 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.