Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
Trajectory Thumbprint
Steady State
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↑
Overall
51
Score
Governance
58
Score
Financial
40
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
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 4.0% | 51 | Fragile | Decline Risk | |
| 2022 | — | — | 4.7% | 55 | Fragile | Recovery | |
| 2021 | — | — | 11.5% | 46 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 4.6% | 51 | Fragile | Decline Risk | |
| 2019 | — | — | — | 51 | Fragile | Decline Risk | |
| 2018 | — | — | 2.7% | 55 | Fragile | Recovery | |
| 2017 | — | — | 4.5% | 51 | Fragile | Decline Risk | |
| 2016 | — | — | 2.1% | 55 | Fragile | Recovery | |
| 2015 | — | — | 4.9% | 47 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 4.5% | 47 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 2.7% | 51 | Fragile | Stable Watch | |
| 2012 | — | — | 2.8% | 51 | Fragile | Recovery | |
| 2011 | — | — | 7.4% | 40 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATIE HUBBARD | Executive Director | 4.1% of Rev | ||
| PETER BROWN | Board Member | — | ||
| CHARLES CRAVES | CO-VICE-CHAI | — | ||
| PHILIP J CURTIS | Board Member | — | ||
| AARON DWORKIN | Board Member | — | ||
| CHARLES EISENDRATH | Secretary | — | ||
| PETER FEENEY | Board Member | — | ||
| MARTHA FUERSTENAU | Board Member | — | ||
| SHEILA FORD HAMP | Board Member | — | ||
| STEVEN K HAMP | Board Member | — | ||
| DAVID LARSEN | CHAIRMAN | — | ||
| MARIA LEONHAUSER | CO-VICE-CHAI | — | ||
| DAVID LIGOTTI | Treasurer | — | ||
| DR YING LI MD | Board Member | — | ||
| JOHN JH SCHWARZ MD | Board Member | — | ||
| GEORGE MOSES | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATIE HUBBARD | Executive Director | 4.0% of Rev | ||
| PETER BROWN | Board Member | — | ||
| CHARLES CRAVES | CO-VICE-CHAI | — | ||
| PHILIP J CURTIS | Board Member | — | ||
| AARON DWORKIN | Board Member | — | ||
| CHARLES EISENDRATH | Secretary | — | ||
| PETER FEENEY | Board Member | — | ||
| MARTHA FUERSTENAU | Board Member | — | ||
| SHEILA FORD HAMP | Board Member | — | ||
| STEVEN K HAMP | Board Member | — | ||
| DAVID LARSEN | CHAIRMAN | — | ||
| MARIA LEONHAUSER | CO-VICE-CHAI | — | ||
| DAVID LIGOTTI | Treasurer | — | ||
| DR YING LI MD | Board Member | — | ||
| JOHN JH SCHWARZ MD | Board Member | — | ||
| GEORGE MOSES | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATIE HUBBARD | Executive Director | 4.7% of Rev | ||
| PETER BROWN | Board Member | — | ||
| CHARLES CRAVES | CO-VICE-CHAI | — | ||
| PHILIP J CURTIS | Board Member | — | ||
| AARON DWORKIN | Board Member | — | ||
| CHARLES EISENDRATH | Secretary | — | ||
| PETER FEENEY | Board Member | — | ||
| MARTHA FUERSTENAU | Board Member | — | ||
| SHEILA FORD HAMP | Board Member | — | ||
| STEVEN K HAMP | Board Member | — | ||
| DAVID LARSEN | CHAIRMAN | — | ||
| MARIA LEONHAUSER | CO-VICE-CHAI | — | ||
| DAVID LIGOTTI | Treasurer | — | ||
| JOHN JH SCHWARZ MD | Board Member | — | ||
| GEORGE MOSES | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATIE HUBBARD | Executive Director | 3.6% of Rev | ||
| PETER BROWN | Board Member | — | ||
| CHARLES CRAVES | Board Member | — | ||
| PHILIP J CURTIS | Board Member | — | ||
| JEFF DANIELS | FOUNDER | — | ||
| CHARLES EISENDRATH | Board Member | — | ||
| PETER FEENEY | VICE CHAIRMA | — | ||
| STEVEN K HAMP | CO-CHAIRPERS | — | ||
| DAVID LARSEN | Board Member | — | ||
| MARIA LEONHAUSER | Secretary | — | ||
| DAVID LIGOTTI | Treasurer | — | ||
| JOHN JH SCHWARZ MD | Board Member | — | ||
| JOHN MANN | Board Member | — | ||
| GEORGE MOSES | Board Member | — | ||
| SHEILA FORD HAMP | CO-CHAIRPERS | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PETER BROWN | Board Member | — | ||
| CRAIG COMMON | Secretary | — | ||
| CHARLES CRAVES | Board Member | — | ||
| PHILIP J CURTIS | Board Member | — | ||
| JEFF DANIELS | FOUNDER | — | ||
| CHARLES EISENDRATH | Board Member | — | ||
| PETER FEENEY | VICE CHAIRMA | — | ||
| H RON GRIFFITH | Board Member | — | ||
| SHEILA FORD HAMP | CO-CHAIRMAN | — | ||
| STEVEN K HAMP | CO-CHAIRMAN | — | ||
| DAVID LARSEN | Board Member | — | ||
| MARIA LEONHAUSER | Board Member | — | ||
| DAVID LIGOTTI | Treasurer | — | ||
| JOHN JH SCHWARZ MD | Board Member | — | ||
| JOHN MANN | Board Member | — | ||
| GEORGE MOSES | Board Member | — | ||
| KATIE HUBBARD | Executive Director | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
40 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
51 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 280 other orgs in MI with NTEE prefix A6.
Most-divergent component: program score sits 32 points above the peer median (60 vs. 28).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 4.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.