Institutional Maturation
What does this mean?
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
The Path Forward
The Crown
A mandate to lead the sector. It encourages the organization to mentor emerging nonprofits and embark on generational capital projects, leveraging their profound stability.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 1.9% | 54 | Fragile | Recovery | |
| 2022 | — | — | 9.0% | 45 | Fragile | Gov Risk | |
| 2021 | — | — | — | 55 | Fragile | Stable Watch | |
| 2020 | — | — | — | 52 | Fragile | Recovery | |
| 2019 | — | — | — | 52 | Fragile | Recovery | |
| 2018 | — | — | — | 45 | Fragile | Stable Watch | |
| 2017 | — | — | — | 45 | Fragile | Decline Risk | |
| 2016 | — | — | — | 49 | Fragile | Stable Watch | |
| 2015 | — | — | — | 49 | Fragile | Recovery | |
| 2014 | — | — | — | 41 | Fragile | Stable Watch | |
| 2013 | — | — | — | 45 | Fragile | Decline Risk | |
| 2012 | — | — | — | 49 | Fragile | Stable Watch | |
| 2011 | — | — | — | 49 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE TUCKER | EXECUTIVE DI | 1.8% of Rev | ||
| CHARLES AHRONHEIM | Secretary | — | ||
| MARY BAZINET | Treasurer | — | ||
| ERIC COLE | Board Member | — | ||
| DAVE HEINS | Board President | — | ||
| CATHY MOORE | Board Member | — | ||
| DONNA RILEY | Board Member | — | ||
| SHUYLER ROGERS | Board Member | — | ||
| KATHY SCHMALTZ | Board Member | — | ||
| KATHRYN SNYDER | Board President | — | ||
| SUE STEVENS | Board Member | — | ||
| NAN WHITMORE | Board Member | — | ||
| MICHELLE WOODS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE TUCKER | EXECUTIVE DI | 1.9% of Rev | ||
| CHARLES AHRONHEIM | Secretary | — | ||
| STEVE FOX | Board Member | — | ||
| DAVE HEINS | Board President | — | ||
| CATHY MOORE | Board Member | — | ||
| DONNA RILEY | Board Member | — | ||
| SCHUYLER ROGERS | Board Member | — | ||
| KATHY SCHMALTZ | Board Member | — | ||
| KATHRYN SNYDER | Board President | — | ||
| SUE STEVENS | Board Member | — | ||
| NAN WHITMORE | Board Member | — | ||
| MICHELLE WOODS | Board Member | — | ||
| CHARLES AHRONHEIM | Secretary | — | ||
| STEVE FOX | Board Member | — | ||
| DAVE HEINS | Board President | — | ||
| CATHY MOORE | Board Member | — | ||
| DONNA RILEY | Board Member | — | ||
| SCHUYLER ROGERS | Board Member | — | ||
| KATHY SCHMALTZ | Board Member | — | ||
| KATHRYN SNYDER | Board President | — | ||
| SUE STEVENS | Board Member | — | ||
| MICHELLE WOODS | Board Member | — | ||
| NAN WHITMORE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE FOX | Board President | — | ||
| DAVE HEINS | Board Member | — | ||
| DONNA RILEY | Board Member | — | ||
| SCHUYLER ROGERS | Board Member | — | ||
| KATHY SCHMALTZ | Board Member | — | ||
| ALLEN SPIESS | Board Member | — | ||
| SUE STEVENS | Board President | — | ||
| MICHELLE WOODS | Board Member | — | ||
| NAN WHITMORE | Board President | — | ||
| CHARLES AHRONHEIM | Secretary | — | ||
| KATHRYN SNYDER | Board President | — |
Score breakdown
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: Institutional Maturation
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
What's driving this score
- Comp-to-revenue ratio of 1.9% 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.