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
41
Score
Governance
45
Score
Financial
25
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 | 21.6% | 41 | Fragile | Recovery | |
| 2022 | — | — | 14.8% | 38 | Financially Distressed | Recovery | |
| 2021 | — | — | 15.5% | 47 | Fragile | Recovery | |
| 2020 | — | — | 15.6% | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 15.7% | 39 | Fragile | Recovery | |
| 2018 | — | — | 19.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 16.7% | 37 | Fragile | Recovery | |
| 2016 | — | — | 25.7% | 30 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 16.2% | 39 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 12.4% | 48 | Fragile | Recovery | |
| 2013 | — | — | 11.4% | 44 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 44 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 48 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GRAHAM ELLIOTT | Executive Director | 14.1% of Rev | ||
| MIRANDA SOUTHWOOD | Executive Director | 7.5% of Rev | ||
| ALLAN MUSTARD | Board President | — | ||
| KAREN MERCADO | Vice President | — | ||
| MARCIA BALDANZA | Vice President | — | ||
| LONG CHEN | Treasurer | — | ||
| SUZANNE MUCCHETTI | Secretary | — | ||
| WILLIAM HONG | Board President | — | ||
| BEN BALDANZA | Treasurer | — | ||
| ROBERT SOLLINGER | Vice President | — | ||
| CHRIS SANCHEZ | Board Member | — | ||
| ANN ANDERSON MUSTARD | Board Member | — | ||
| GRACE CHANG | Board Member | — | ||
| JOHN SCHNITKER | Board Member | — | ||
| NINA FEDOROFF | Board Member | — | ||
| PATTI REID | Board Member | — | ||
| JACQUE ARMENTROUT | Board Member | — | ||
| TINA COFFRON | Board Member | — | ||
| KELLY LIANG | Board Member | — | ||
| STELLA PEKARSKY | Board Member | — | ||
| ANTHONY KIM | Board Member | — | ||
| ESTHER KO | Board Member | — | ||
| WILLIAM MALONEY | Board Member | — | ||
| PING HU | Board Member | — | ||
| MARTY SMITH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GRAHAM ELLIOTT | Executive Director | 13.5% of Rev | ||
| BEN BALDANZA | Treasurer | — | ||
| KAREN LEVYA | Board Member | — | ||
| ROBERT SOLLINGER | Vice President | — | ||
| MARCIA BALDANZA | Board Member | — | ||
| WILLIAM HONG | Board President | — | ||
| GRACE CHANG | Board Member | — | ||
| NINA FEDOROFF | Board Member | — | ||
| PATTI REID | Board Member | — | ||
| SUZANNE MUCCHETTI | Secretary | — | ||
| MARTY SMITH | Board Member | — | ||
| CHRIS SANCHEZ | Board Member | — | ||
| BRAD SPENCER | Board Member | — | ||
| ANN ANDERSON MUSTARD | Board Member | — | ||
| ALLAN MUSTARD | Board Member | — | ||
| JOHN SCHNITKER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GRAHAM ELLIOTT | Executive Director | 13.5% of Rev | ||
| GRAHAM ELLIOTT | Executive Director | 12.9% of Rev | ||
| BEN BALDANZA | Treasurer | — | ||
| KEITH DITTHAVONG | Board Member | — | ||
| ROBERT SOLLINGER | Vice President | — | ||
| JEANIE KARTALIAN | Board Member | — | ||
| PATTI REID | Board Member | — | ||
| KAREN LEYVA | Board President | — | ||
| BRAD SPENCER | Board Member | — | ||
| JOHN THOMANN | Board Member | — | ||
| GRACE CHANG | Board Member | — | ||
| NINA FEDOROFF | Board Member | — | ||
| JEFFREY HUNTER | Board Member | — | ||
| SUZANNE MUCCHETTI | Secretary | — | ||
| MARTY SMITH | Board Member | — | ||
| CHRIS SANCHEZ | Board Member | — | ||
| BEN BALDANZA | Treasurer | — | ||
| KAREN LEVYA | Board Member | — | ||
| ROBERT SOLLINGER | Vice President | — | ||
| MARCIA BALDANZA | Board Member | — | ||
| DON CELLI | Board Member | — | ||
| WILLIAM HONG | Board President | — | ||
| GRACE CHANG | Board Member | — | ||
| JANETTE CORCELIUS | Board Member | — | ||
| KEITH DITTAVONG | Board Member | — | ||
| NINA FEDOROFF | Board Member | — | ||
| PATTI REID | Board Member | — | ||
| SUZANNE MUCCHETTI | Secretary | — | ||
| MARTY SMITH | Board Member | — | ||
| CHRIS SANCHEZ | Board Member | — | ||
| BRAD SPENCER | Board Member | — | ||
| JOHN THOMANN | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
25 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
41 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 242 other orgs in VA 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 21.6% 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.