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 | 15.9% | 28 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 21.8% | 36 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 19.5% | 39 | Fragile | Decline Risk | |
| 2019 | — | — | 7.5% | 45 | Fragile | Recovery | |
| 2018 | — | — | — | 37 | Fragile | Stable Watch | |
| 2017 | — | — | — | 37 | Fragile | Stable Watch | |
| 2016 | — | — | — | 37 | Fragile | Recovery | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARMIT ZORI | Board President | 16.0% of Rev | ||
| PATRICIA B PARK | Board President | — | ||
| ROBERT RINEHART | Treasurer | — | ||
| NAOMI GARDNER | Board Member | — | ||
| STEPHANIE NEVILLE | Board Member | — | ||
| ROBERT BUCKHOLZ | Board Member | — | ||
| SARAH ERLIJ | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARMIT ZORI | Board President | 17.9% of Rev | ||
| ROBERT RINEHART | Treasurer | 2.3% of Rev | ||
| PATRICIA B PARK | Board President | — | ||
| NAOMI GARDNER | Board Member | — | ||
| RICHARD YANCEY | Board Member | — | ||
| ROBERT BUCKHOLZ | Board Member | — | ||
| SARAH ERLIJ | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARMIT ZORI | Board President | 11.4% of Rev | ||
| ROBERT RINEHART | Treasurer | 1.9% of Rev | ||
| PATRICIA B PARK | Board President | — | ||
| NAOMI GARDNER | Board Member | — | ||
| JUDITH HAZEN | Board Member | — | ||
| RICHARD YANCEY | Board Member | — | ||
| ROBERT BUCKHOLZ | Board Member | — | ||
| BENJAMIN CRANE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARMIT ZORI | Board President | 11.0% of Rev | ||
| PATRICIA B PARK | Board President | — | ||
| ROBERT RINEHART | Treasurer | — | ||
| NAOMI GARDNER | Board Member | — | ||
| JUDITH HAZEN | Board Member | — | ||
| RICHARD YANCEY | Board Member | — | ||
| ROBERT BUCKHOLZ | Board Member | — | ||
| BENJAMIN CRANE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 14 points below the peer median (15 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 15.9% 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.