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
23
Score
Governance
42
Score
Financial
5
Score
Program
45
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 | — | — | 26.1% | 23 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 46.7% | 25 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 63.8% | 33 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 108.1% | 33 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 13.6% | 52 | Fragile | Recovery | |
| 2018 | — | — | 12.7% | 41 | Financially Distressed | Recovery | |
| 2017 | — | — | 16.3% | 47 | Fragile | Decline Risk | |
| 2016 | — | — | 11.9% | 52 | Fragile | Stable Watch | |
| 2015 | — | — | — | 49 | Fragile | Stable Watch | |
| 2014 | — | — | — | 49 | Fragile | Recovery | |
| 2013 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 45 | Fragile | Decline Risk | |
| 2011 | — | — | — | 49 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARRIE DIETRICH | Executive Director | 30.7% of Rev | ||
| MARK MAYFIELD | Board President | — | ||
| BETH FIGGE | Board President | — | ||
| DOUG SABIN | Treasurer | — | ||
| THERESA ENGLISH | Secretary | — | ||
| DAVE WILSON | LEGAL CONSULTANT | — | ||
| TONY ADAMSON | Board Member | — | ||
| RUSSELL ALLEN | Board Member | — | ||
| IOAN ALLEN | Board Member | — | ||
| SUSIE BEIRSDORF | Board Member | — | ||
| DAVE BALLEW | Board Member | — | ||
| MATT BASFORD | Board Member | — | ||
| MARK COLLINS | Board Member | — | ||
| TILL CUSSMAN | Board Member | — | ||
| KIRK GRIFFIN | Board Member | — | ||
| CATHY HUIS IN'T VELD-ESSER | Board Member | — | ||
| CORY JACOBSON | Board Member | — | ||
| JEFF KAPLAN | Board Member | — | ||
| LOREN NEILSEN | Board Member | — | ||
| OLIVER PASCH | Board Member | — | ||
| JAN RUNGE | Board Member | — | ||
| JEFF SIRELPUU | Board Member | — | ||
| CHASE TAYLOR | Board Member | — | ||
| FRANK TEES | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT H SUNSHINE | Executive Director | 17.3% of Rev | ||
| JAN RUNGE | Board Member | 12.5% of Rev | ||
| FRANK TEES | Board President | — | ||
| MARK MAYFIELD | Board President | — | ||
| DOUG SABIN | Treasurer | — | ||
| BETH FIGGE | Secretary | — | ||
| TONY ADAMSON | Board Member | — | ||
| DAVE BALLEW | Board Member | — | ||
| MATT BASFORD | Board Member | — | ||
| SUSIE BEIERSDORF | Board Member | — | ||
| MARK COLLINS | Board Member | — | ||
| TILL CUSSMANN | Board Member | — | ||
| CARRIE DIETRICH | Board Member | — | ||
| THERESA ENGLISH | Board Member | — | ||
| KIRK GRIFFIN | Board Member | — | ||
| CATHY HUIS IN'T VELD-ESSER | Board Member | — | ||
| JEFF KAPLAN | Board Member | — | ||
| LOREN NIELSEN | Board Member | — | ||
| OLIVER PASCH | Board Member | — | ||
| ALEX YOUNGER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT H SUNSHINE | Executive Director | 17.3% of Rev | ||
| JAN RUNGE | Board Member | 9.8% of Rev | ||
| ALAN ROE | Board President | — | ||
| FRANK TEES | Board President | — | ||
| DOUG SABIN | Treasurer | — | ||
| SARAH FULLER | Secretary | — | ||
| TONY ADAMSON | Board Member | — | ||
| SUSIE BEIERSDORF | Board Member | — | ||
| KOBE BONE | Board Member | — | ||
| MARK COLLINS | Board Member | — | ||
| TILL CUSSMANN | Board Member | — | ||
| BETH FIGGE | Board Member | — | ||
| BOBBY FRANKLIN | Board Member | — | ||
| MARK LOUIS | Board Member | — | ||
| JEFF KAPLAN | Board Member | — | ||
| JON KIDDER | Board Member | — | ||
| MARK MAYFIELD | Board Member | — | ||
| LOREN NEILSEN | Board Member | — | ||
| OLIVER PASCH | Board Member | — | ||
| JOHN WOLSKI | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
23 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 250 other orgs in NJ with NTEE prefix A6.
Most-divergent component: financial score sits 42 points below the peer median (5 vs. 47).
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 26.1% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.