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
40
Score
Governance
42
Score
Financial
30
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 25.5% | 40 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 5.0% | 55 | Fragile | Recovery | |
| 2021 | — | — | 15.5% | 43 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 10.4% | 52 | Fragile | Recovery | |
| 2019 | — | — | 11.2% | 48 | Fragile | Stable Watch | |
| 2018 | — | — | 11.6% | 48 | Fragile | Recovery | |
| 2017 | — | — | 8.0% | 46 | Financially Distressed | Recovery | |
| 2016 | — | — | 14.5% | 43 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 8.4% | 50 | Fragile | Recovery | |
| 2014 | — | — | 13.7% | 38 | Fragile | Decline Risk | |
| 2013 | — | — | 9.5% | 44 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GINA BURKHARDT | Executive Director | 18.9% of Rev | ||
| MICHAEL CROPP | CHAIRMAN | — | ||
| PAMELA HOKANSON | Board President | — | ||
| WILLIAM WELLS CPA | Treasurer | — | ||
| JOESPEH BACH | Secretary | — | ||
| CYNTHIA R BASS | Board Member | — | ||
| LAKETA COOPER CPC | Board Member | — | ||
| LUKE CUSACK | Board Member | — | ||
| NICKOLE GARRISON | Board Member | — | ||
| ROBERT D GIOIA | Board Member | — | ||
| DENIS GUERIN | Board Member | — | ||
| JOHN MITCHELL | Board Member | — | ||
| STEPHANIE RIVERA | Board Member | — | ||
| RACHEL STENCLIK | Board Member | — | ||
| SCOTT STENCLIK | Board Member | — | ||
| KEVIN SZCZEPANSKI | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GINA BURKHARDT | Executive Director | 18.0% of Rev | ||
| ROBERT D GIOIA | Board President | — | ||
| PAMELA HOKANSON | Board President | — | ||
| MARIO URSO | Treasurer | — | ||
| CATHERINE LEWIS | Secretary | — | ||
| JOSEPH BACH | Board Member | — | ||
| MICHAEL CROPP MD | Board Member | — | ||
| LUKE CUSACK | Board Member | — | ||
| NICKOLE GARRISON | Board Member | — | ||
| DENIS GUERIN | Board Member | — | ||
| JOHN MITCHELL | Board Member | — | ||
| NORMA NOWAK PHD | Board Member | — | ||
| CHIWUIKE OWUNANNE | Board Member | — | ||
| RACHEL STENCLIK | Board Member | — | ||
| SCOTT STENCLIK | Board Member | — | ||
| KEVIN SZCZEPANSKI | Board Member | — | ||
| EMILY TUCKER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GINA BURKHARDT | Executive Director | 18.0% of Rev | ||
| ROBERT D GIOIA | Board President | — | ||
| DENIS GUERIN | Board President | — | ||
| MARIO URSO | Treasurer | — | ||
| CATHERINE LEWIS | Secretary | — | ||
| JOSEPH BACH | Board Member | — | ||
| MICHAEL CROPP | Board Member | — | ||
| NICKOLE GARRISON | Board Member | — | ||
| PAMELA HOKANSON | Board Member | — | ||
| JOHN MITCHELL | Board Member | — | ||
| DR NORMA NOWAK | Board Member | — | ||
| RACHEL STENCLIK | Board Member | — | ||
| SCOTT STENCLIK | Board Member | — | ||
| KEVIN SZCZEPANSKI | Board Member | — | ||
| EMILY TUCKER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GINA BURKHARDT | Executive Director | 18.7% of Rev | ||
| ROBERT D GIOIA | Board President | — | ||
| DENIS GUERIN | Board President | — | ||
| MARIO URSO | Treasurer | — | ||
| CATHERINE LEWIS | Secretary | — | ||
| JOSEPH BACK | Board Member | — | ||
| MICHAEL CROPP | Board Member | — | ||
| GRETCHEN FIERLE | Board Member | — | ||
| NICKOLE GARRISON | Board Member | — | ||
| PAMELA HOKANSON | Board Member | — | ||
| KAWANZA HUMPHREY | Board Member | — | ||
| JOHN MITCHELL | Board Member | — | ||
| DR NORMA NOWACK | Board Member | — | ||
| SANDY SCHEFFLER | Board Member | — | ||
| RACHEL STENCLIK | Board Member | — | ||
| SCOTT STENCLIK | Board Member | — | ||
| KEVIN SZCZEPANSKI | Board Member | — | ||
| EMILY TUCKER | 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
30 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
40 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,227 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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 25.5% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.