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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 19.9% | 29 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 33.2% | 28 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 31.0% | 36 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 17.3% | 45 | Fragile | Gov Risk | |
| 2019 | — | — | 9.3% | 54 | Fragile | Recovery | |
| 2018 | — | — | 7.2% | 44 | Fragile | Recovery | |
| 2017 | — | — | 11.1% | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 11.3% | 42 | Fragile | Recovery | |
| 2015 | — | — | — | 37 | Fragile | Decline Risk | |
| 2014 | — | — | — | 47 | Fragile | Recovery | |
| 2013 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| J PIPER GUNNARSON | Executive Dir. | 9.1% of Rev | ||
| ABRAHAM AXLER | Board Member | — | ||
| DAVID LLEWELYN-JONES | Board Member | — | ||
| JANE A GROSS | Board Member | — | ||
| ERIC EINHORN | Secretary | — | ||
| ERIC LI CHEUNG | Treasurer | — | ||
| MIKE ROGERS | Board Member | — | ||
| COREY KINGER | Board President | — | ||
| MARK NEWHOUSE | Board Member | — | ||
| DAISY DOWLING | Board Member | — | ||
| FRANK MARTINEZ | Board Member | — | ||
| SAM ROBERTS II | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIC EINHORN | Gen & Art Direc | 9.5% of Rev | ||
| J PIPER GUNNARSON | Executive Director | 9.2% of Rev | ||
| CHRISTINE DUQUE | Board Member | — | ||
| MARIE GOLDA | Treasurer | — | ||
| JANE A GROSS | Board President | — | ||
| ERIC LI CHEUNG | Board Member | — | ||
| JOHN BAUMGARDNER | Board Member | — | ||
| COREY KINGER | Board President | — | ||
| MARK NEWHOUSE | Board Member | — | ||
| DAISY DOWLING | Secretary | — | ||
| FRANK MARTINEZ | Board Member | — | ||
| SAM ROBERTS II | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIC EINHORN | Gen & Art Direc | 9.2% of Rev | ||
| J PIPER GUNNARSON | Executive Director | 8.8% of Rev | ||
| MARIE GOLDA | Treasurer | — | ||
| JANE A GROSS | Board President | — | ||
| SHELLEY EINHORN | Board Member | — | ||
| JOHN BAUMGARDNER | Board Member | — | ||
| COREY KINGER | Secretary | — | ||
| MARK NEWHOUSE | Board Member | — | ||
| DAISY DOWLING | Board Member | — | ||
| FRANK MARTINEZ | Board Member | — | ||
| SAM ROBERTS II | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIC EINHORN | Gen & Art Direc | 8.8% of Rev | ||
| ERIC EINHORN | Gen & Art Direc | 8.1% of Rev | ||
| Piper Gunnarson | Executive Director | 7.1% of Rev | ||
| Michael Katz | Board Member | — | ||
| MARIE GOLDA | Treasurer | — | ||
| JANE A GROSS | Board President | — | ||
| SHELLEY EINHORN | Board Member | — | ||
| JOHN BAUMGARDNER | Board Member | — | ||
| COREY KINGER | Secretary | — | ||
| MARK NEWHOUSE | Board Member | — | ||
| DAISY DOWLING | Board Member | — | ||
| FRANK MARTINEZ | Board Member | — | ||
| SAM ROBERTS II | Board Member | — | ||
| Michael Katz | Board Member | — | ||
| MARIE GOLDA | Treasurer | — | ||
| JANE A GROSS | Board President | — | ||
| SHELLEY EINHORN | Board Member | — | ||
| COREY KINGER | Board Member | — | ||
| MARK NEWHOUSE | Board Member | — | ||
| MERRILL ROSE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 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 19.9% sits within the sector's 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:
- 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.