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
45
Score
Governance
45
Score
Financial
35
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
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 | 15.8% | 45 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 17.9% | 47 | Fragile | Decline Risk | |
| 2021 | — | — | 13.9% | 48 | Fragile | Decline Risk | |
| 2020 | — | — | 2.4% | 55 | Fragile | Recovery | |
| 2019 | — | — | 6.0% | 52 | Fragile | Recovery | |
| 2018 | — | — | 26.9% | 38 | Governance-Stressed | Gov Risk | |
| 2017 | — | — | 10.2% | 50 | Fragile | Recovery | |
| 2016 | — | — | 20.4% | 45 | Governance-Stressed | Recovery | |
| 2015 | — | — | 21.5% | 40 | Fragile | Gov Risk | |
| 2014 | — | — | 18.9% | 44 | Fragile | Gov Risk | |
| 2013 | — | — | 19.9% | 44 | Fragile | Gov Risk | |
| 2012 | — | — | 14.7% | 49 | Fragile | Recovery | |
| 2011 | — | — | 15.0% | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHARINE MOORE | EXECUTIVE DI | 16.8% of Rev | ||
| PAULA MILLER | Board President | — | ||
| SAM ROSENTHAL | VICE PRESIDE | — | ||
| DEIDRE HAMLAR | SECOND VICE | — | ||
| JAMIE LANG | Treasurer | — | ||
| JOHN BEHAL | Secretary | — | ||
| WILL ALEXANDER | Board Member | — | ||
| MARCO CAPALINO | Board Member | — | ||
| YOLANDA COOPER | Board Member | — | ||
| LAWRENCE L FISHER | Board Member | — | ||
| RICHARD GERHARDT | TRSUTEE | — | ||
| AUTUMN GLOVER | Board Member | — | ||
| ROBERT HAYSLIP | Board Member | — | ||
| KAREN MOZENTER | Board Member | — | ||
| GRETA RUSSELL | Board Member | — | ||
| KELLY STEVELT | Board Member | — | ||
| WILLIAM V VORYS | Board Member | — | ||
| EDWARD WODA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHARINE MOORE | EXECUTIVE DI | 14.1% of Rev | ||
| JEANNIE BLAKE | Board President | — | ||
| SAM ROSENTHAL | VICE PRESIDE | — | ||
| DEIDRE HAMLAR | SECOND VICE | — | ||
| PATRICIA FINKELMAN | Secretary | — | ||
| PAULA MILLER | Treasurer | — | ||
| JOHN BEHAL | Board Member | — | ||
| MARCO CAPALINO | Board Member | — | ||
| YOLANDA COOPER | Board Member | — | ||
| AMY LOVEDAY | Board Member | — | ||
| LAWRENCE L FISHER | Board Member | — | ||
| RICHARLD L GERHARDT II | TRSUTEE | — | ||
| AUTUMN GLOVER | Board Member | — | ||
| ROBERT HAYSLIP | Board Member | — | ||
| KAREN MOZENTER | Board Member | — | ||
| KELLY STEVELT | Board Member | — | ||
| GLEN SULLIVAN | Board Member | — | ||
| WILLIAM V VORYS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHARINE MOORE | Executive Director | 13.1% of Rev | ||
| JEANNIE BLAKE | Board President | — | ||
| SAM ROSENTHAL | Board President | — | ||
| RICHARD L GERHARDT II | Board President | — | ||
| PATRICIA FINKELMAN | Secretary | — | ||
| PAULA MILLER | Treasurer | — | ||
| AARON MCDANIEL | Board Member | — | ||
| AMY LOVEDAY EFLAND | Board Member | — | ||
| AUTUMN GLOVER | Board Member | — | ||
| DEIDRE HAMLAR | Board Member | — | ||
| GLEN SULLIVAN | Board Member | — | ||
| KAREN MOZENTER | Board Member | — | ||
| KELLY STEVELT | Board Member | — | ||
| LAWRENCE L FISHER | Board Member | — | ||
| MARCO CAPALINO | Board Member | — | ||
| ROBERT HAYSLIP | Board Member | — | ||
| WILLIAM V VORYS | Board Member | — | ||
| YOLANDA COOPER | Board Member | — | ||
| JOHN BEHAL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHARINE MOORE | Executive Director | 13.2% of Rev | ||
| JEANNE NUSS | Board President | — | ||
| SAM ROSENTHAL | Board President | — | ||
| RICHARD L GERHARDT II | Board President | — | ||
| PATRICIA FINKELMAN | Secretary | — | ||
| PAULA MILLER | Treasurer | — | ||
| AARON MCDANIEL | Board Member | — | ||
| AMY LOVEDAY EFLAND | Board Member | — | ||
| AUTUMN GLOVER | Board Member | — | ||
| DEIDRE HAMLAR | Board Member | — | ||
| GLEN SULLIVAN | Board Member | — | ||
| KAREN MOZENTER | Board Member | — | ||
| KELLY STEVELT | Board Member | — | ||
| LAWRENCE L FISHER | Board Member | — | ||
| MARCO CAPALINO | Board Member | — | ||
| ROBERT HAYSLIP | Board Member | — | ||
| WILLIAM V VORYS | Board Member | — | ||
| YOLANDA COOPER | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
35 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
45 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 125 other orgs in OH with NTEE prefix A8.
Most-divergent component: financial score sits 42 points below the peer median (35 vs. 77).
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 15.8% sits within the sector's healthy band (18–22%).
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.