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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 59.1% | 23 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | — | 26 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 75.5% | 23 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 262.8% | 27 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 11.3% | 45 | Fragile | Recovery | |
| 2019 | — | — | — | 41 | Fragile | Recovery | |
| 2018 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2017 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 41 | Fragile | Recovery | |
| 2015 | — | — | — | 39 | Fragile | Recovery | |
| 2014 | — | — | 27.7% | 28 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | — | 47 | Fragile | Recovery | |
| 2012 | — | — | — | 39 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joshua Habermann | Artistic Director | 45.8% of Rev | ||
| Alicia Scanlan | Board Member | 13.3% of Rev | ||
| KeAli'i Becera | Board President | — | ||
| Sally Hattemer | Treasurer | — | ||
| Phil Verhoef | Board President | — | ||
| Diane Koshi | Secretary | — | ||
| Stephanie Bowles | Board Member | — | ||
| Robert Kessner | Board Member | — | ||
| Rose Wall | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joshua Habermann | Artistic Director | 48.7% of Rev | ||
| Jacquelyn Kimbro | Executive Director | 6.3% of Rev | ||
| Holly Pippin | Board Member | 6.3% of Rev | ||
| Stephanie Morem Bowles | Board President | — | ||
| Sally Hattemer | Treasurer | — | ||
| KeAli'i Becera | Board President | — | ||
| Amy Akana | Secretary | — | ||
| Phil Verhoef | Board Member | — | ||
| Robert Kessner | Board Member | — | ||
| Chris Bayot | Board Member | — | ||
| Kathryn Russell | Board Member | — | ||
| Elizabeth Flint | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joshua Habermann | Artistic Director | 40.9% of Rev | ||
| Jacquelyn Kimbro | Executive Director | 12.6% of Rev | ||
| Stephanie Morem | Board President | — | ||
| Sally Hattemer | Treasurer | — | ||
| Elizabeth Flint | Board President | — | ||
| Malina Maneevone | Secretary | — | ||
| Esther Haas | Board Member | — | ||
| Kathryn Russell | Board Member | — | ||
| Gregg Yates | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Esther S Okamoto | Artistic Director | 9.7% of Rev | ||
| Jacquelyn Kimbro | Executive Director | 5.2% of Rev | ||
| Stephanie Morem | Board President | — | ||
| Sally Hattemer | Treasurer | — | ||
| Elizabeth Flint | Board President | — | ||
| Malina Maneevone | Secretary | — | ||
| Esther Haas | Board Member | — | ||
| Kathryn Russell | Board Member | — | ||
| Gregg Yates | Board Member | — | ||
| Evelyn Coffey | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 34 other orgs in HI with NTEE prefix A6.
Most-divergent component: program score sits 20 points below the peer median (15 vs. 35).
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 59.1% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 59.1% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.