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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 58.8% | 23 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 28.1% | 27 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 29.5% | 27 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 38.7% | 21 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 24.9% | 28 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 27.7% | 25 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 29.8% | 25 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 25.6% | 25 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 23.3% | 28 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 12.4% | 36 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 19.7% | 43 | Fragile | Stable Watch | |
| 2012 | — | — | 5.6% | 46 | Fragile | Recovery | |
| 2011 | — | — | — | 49 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DENISE SWARTZ | EXECUTIVE DI | 58.8% of Rev | ||
| CAROLYN BROYLES | Board Member | — | ||
| KAT FIELDS | Secretary | — | ||
| MICHELLE ROBERTSON | VICE PRESIDE | — | ||
| HOLLY SHAI | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DENISE SWARTZ | EXECUTIVE DI | 41.8% of Rev | ||
| CAROLYN BROYLES | Board Member | — | ||
| KAT FIELDS | Secretary | — | ||
| MICHELLE ROBERTSON | VICE PRESIDE | — | ||
| HOLLY SHAI | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 7 other orgs in OH with NTEE prefix A8.
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.
Overall score has gone from 28 → 23 over 5 years (declining by 5 points).
What's driving this score
- Comp-to-revenue ratio of 58.8% 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 58.8% 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.