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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 19.9% | 37 | Fragile | Stable Watch | |
| 2022 | — | — | 23.6% | 37 | Fragile | Gov Risk | |
| 2021 | — | — | 28.0% | 42 | Governance-Stressed | Recovery | |
| 2020 | — | — | 24.4% | 37 | Fragile | Recovery | |
| 2019 | — | — | 11.6% | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 21.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 14.4% | 39 | Fragile | Recovery | |
| 2016 | — | — | 29.1% | 36 | Fragile | Gov Risk | |
| 2015 | — | — | 23.1% | 37 | Fragile | Recovery | |
| 2014 | — | — | 33.2% | 30 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 27.9% | 32 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 36.7% | 26 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 33.3% | 28 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLOTTE TRUITT | EXECUTIVE DI | 17.7% of Rev | ||
| CONNIE MCKENZIE | BOARD PRESID | — | ||
| BETH PENDLETON | PAST PRESIDE | — | ||
| SUSAN BELL | VICE PRESIDE | — | ||
| NANCY JONES | Secretary | — | ||
| MARGARET MACKINNON | Treasurer | — | ||
| SUSAN COX | Board Member | — | ||
| CHERIE CURRY | Board Member | — | ||
| MYRNA ELGEE | Board Member | — | ||
| LENNIE GORSUCH | Board Member | — | ||
| RICK HARRIS | Board Member | — | ||
| DEB RUDIS | Board Member | — | ||
| CHARLENE STEINMAN | Board Member | — | ||
| CHRISTIAN VELIZ | Board Member | — | ||
| JODIE WELLER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLOTTE TRUITT | EXECUTIVE DI | 16.0% of Rev | ||
| BETH PENDLETON | BOARD PRESID | — | ||
| STAN LUJAN | PAST PRESIDE | — | ||
| CONNIE MCKENZIE | VICE PRESIDE | — | ||
| MYRNA ELGEE | Secretary | — | ||
| MARGARET MACKINNON | Treasurer | — | ||
| SHARON BARTON | Board Member | — | ||
| ANNIE CARPENTI | Board Member | — | ||
| CHERIE CURRY | Board Member | — | ||
| NANCY JONES | Board Member | — | ||
| HEATHER PARKER | Board Member | — | ||
| DEB RUDIS | Board Member | — | ||
| NEIL SLOTNICK | Board Member | — | ||
| CHRISTIAN VELIZ | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLOTTE TRUITT | EXECUTIVE DI | 8.0% of Rev | ||
| SHARON BARTON | Board Member | — | ||
| ANNIE CARPENTI | Board Member | — | ||
| CHERIE CURRY | Board Member | — | ||
| MYRNA ELGEE | Secretary | — | ||
| NANCY JONES | Board Member | — | ||
| STAN LUJAN | PAST PRESIDE | — | ||
| CONNIE MCKENZIE | VICE PRESIDE | — | ||
| MARGARET MACKINNON | Treasurer | — | ||
| HEATHER PARKER | Board Member | — | ||
| BETH PENDLETON | BOARD PRESID | — | ||
| DEB RUDIS | Board Member | — | ||
| NEIL SLOTNICK | Board Member | — | ||
| CHRISTIAN VELIZ | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 37 other orgs in AK with NTEE prefix A6.
Most-divergent component: financial score sits 19 points below the peer median (25 vs. 44).
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.
Overall score has gone from 31 → 37 over 5 years (improving by 6 points).
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.