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 | — | — | 58.8% | 33 | Critical Intervention Needed | Recovery | |
| 2023 | Hidden | Hidden | 41.2% | 31 | Critical Intervention Needed | Gov Risk | |
| 2022 | Hidden | Hidden | 20.2% | 41 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 29.0% | 40 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 12.7% | 37 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 13.4% | 39 | Fragile | Recovery | |
| 2018 | — | — | 15.4% | 39 | Fragile | Decline Risk | |
| 2017 | — | — | 2.4% | 42 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 48 | Fragile | Gov Risk | |
| 2015 | — | — | 14.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 53 | Fragile | Recovery | |
| 2013 | — | — | 9.9% | 40 | Fragile | Recovery | |
| 2012 | — | — | 7.9% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GABE LEWIS O'CONNOR | Artistic Director | 31.1% of Rev | ||
| EMILIA DIVITA | EXECUTIVE DI | 27.7% of Rev | ||
| CINDY HART | VICE PRESIDE | — | ||
| KEN HITE | Treasurer | — | ||
| SARAH HOADLEY | Board Member | — | ||
| KATE LORENZ | Board Member | — | ||
| MELISSA NARUM | Board Member | — | ||
| MATT POOL | Board President | — | ||
| SUSAN RALSTON | Board Member | — | ||
| DR TANDY REUSSNER | Board Member | — | ||
| LINDA ROBINSON | Board Member | — | ||
| JENNIFER TALBOTT | Secretary | — | ||
| KATHRYN E WHITE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CINNAMON RAMER | Executive Dir. | 22.2% of Rev | ||
| EMILIA DIVITA | Executive Dir. | 7.0% of Rev | ||
| JENNIFER ALDERDICE | Secretary | — | ||
| DELORES BLASER | Board Member | — | ||
| CINDY HART | Board Member | — | ||
| MIKE LEITCH | Board Member | — | ||
| WHITNEY JUNEAU | Board Member | — | ||
| ROBIN MICHAEL | Board Member | — | ||
| JOHANNA COX | Board Member | — | ||
| TYLER EPP | Treasurer | — | ||
| AMY FINKELDEI | Board Member | — | ||
| DEREK KWAN | Board Member | — | ||
| ALISON LANGHAM | Board President | — | ||
| JENNIFER NEUBURGER TALBOTT | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CINNAMON RAMER | Executive Direc | 15.5% of Rev | ||
| JENNIFER ALDERDICE | Board Member | — | ||
| TYLER EPP | Board Member | — | ||
| LOREE CORDOVA | Secretary | — | ||
| MIKE LEITCH | Board Member | — | ||
| JOHANNAH COX | Board Member | — | ||
| JESSICA DUNN | Board Member | — | ||
| AMY FINKELDEI | Treasurer | — | ||
| DEREK KWAN | Board President | — | ||
| KAREN BLANTON | Board Member | — | ||
| ALISON LANGHAM | Board President | — | ||
| JENNIFER NEUBURGER TALBOTT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CINNAMON RAMER | Executive Direc | 22.2% of Rev | ||
| KURT GOESER | Board Member | — | ||
| LINDA JALENAK | Board President | — | ||
| LOREE CORDOVA | Secretary | — | ||
| ANTHONY LANG | Treasurer | — | ||
| JOHANNAH COX | Board Member | — | ||
| JESSICA DUNN | Board Member | — | ||
| AMY FINKELDEI | Board Member | — | ||
| DEREK KWAN | Board President | — | ||
| KAREN PRICE | Board Member | — | ||
| ALISON LANGHAM | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 74 other orgs in KS with NTEE prefix A6.
Most-divergent component: governance score sits 15 points below the peer median (42 vs. 57).
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 58.8% 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 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.