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 | — | — | 54.7% | 35 | Governance-Stressed | Gov Risk | |
| 2023 | — | — | — | 41 | Fragile | Recovery | |
| 2022 | — | — | 65.6% | 34 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | — | 41 | Fragile | Recovery | |
| 2020 | — | — | 36.3% | 38 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | — | 41 | Fragile | Decline Risk | |
| 2018 | — | — | — | 47 | Fragile | Recovery | |
| 2017 | — | — | — | 37 | Fragile | Stable Watch | |
| 2016 | — | — | — | 37 | Fragile | Decline Risk | |
| 2015 | — | — | — | 41 | Fragile | Stable Watch | |
| 2014 | — | — | — | 41 | Fragile | Stable Watch | |
| 2013 | — | — | — | 41 | Fragile | Recovery | |
| 2012 | — | — | — | 39 | Fragile | Recovery | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeff Stirling | Board Member | 47.6% of Rev | ||
| Natalia Moiseeva | Concert Mistress | 4.1% of Rev | ||
| Milana Reiche | Concert Mistress | 2.5% of Rev | ||
| Martha McDermott | Concert Mistress | 0.5% of Rev | ||
| Carol Sirrine | Board President | — | ||
| Sheryl Marsh | Treasurer | — | ||
| Franklin Hotzet | Secretary | — | ||
| Carol Henseler | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeff Stirling | Board Member | 35.4% of Rev | ||
| Angela Hanson | Concert Mistress | 5.0% of Rev | ||
| Julie Henry | Board President | — | ||
| Barb Cederberg | Board President | — | ||
| Sheryl Marsh | Treasurer | — | ||
| Franklin Hotzet | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeff Stirling | Board Member | 28.4% of Rev | ||
| Angela Hanson | Concert Mistress | 0.8% of Rev | ||
| Julie Henry | Board President | — | ||
| Jim Wolf | Board President | — | ||
| Sheryl Marsh | Treasurer | — | ||
| Franklin Hotzet | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 175 other orgs in MN with NTEE prefix A6.
Most-divergent component: financial score sits 18 points above the peer median (55 vs. 37).
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 54.7% 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 54.7% 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.