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.
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 | 40.2% | 36 | Fragile | Gov Risk | |
| 2023 | — | — | 45.9% | 36 | Fragile | Gov Risk | |
| 2022 | — | — | 27.6% | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 43.3% | 30 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 47 | Fragile | Decline Risk | |
| 2017 | — | — | — | 51 | Fragile | Stable Watch | |
| 2016 | — | — | — | 51 | Fragile | Recovery | |
| 2015 | — | — | — | 45 | Fragile | Decline Risk | |
| 2014 | — | — | — | 61 | Stable | Stable Watch | |
| 2013 | — | — | — | 61 | Stable | Stable Watch | |
| 2012 | — | — | — | 61 | Stable | Stable Watch | |
| 2011 | — | — | — | 53 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NICOLE SHOGREN | EXECUTIVE DI | 16.1% of Rev | ||
| NICOLE SHOGREN | EXECUTIVE DI | 12.3% of Rev | ||
| ZELJKO MILICEVIC | CONDUCTOR | 6.9% of Rev | ||
| ZELJKO MILICEVIC | CONDUCTOR | 6.9% of Rev | ||
| NICK KARPINSKY | CONDUCTOR | 6.7% of Rev | ||
| NICK KARPINSKY | CONDUCTOR | 6.7% of Rev | ||
| JOHN KENNEDY | CONDUCTOR | 5.3% of Rev | ||
| WENDY STUART | CONDUCTOR | 5.3% of Rev | ||
| JOHN KENNEDY | CONDUCTOR | 5.3% of Rev | ||
| WENDY STUART | CONDUCTOR | 5.3% of Rev | ||
| ELIZABETH CLARKE BONTEN | Board President | — | ||
| AMAN DEOL BRAR | Secretary | — | ||
| BRENDA PAPP | Treasurer | — | ||
| KAMAL SHUKLA | VICE PRESIDE | — | ||
| ELIZABETH CLARKE BONTEN | Board President | — | ||
| AMAN DEOL BRAR | Secretary | — | ||
| BRENDA PAPP | Treasurer | — | ||
| KAMAL SHUKLA | VICE PRESIDE | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ZELJKO MILICEVIC | CONDUCTOR | 5.2% of Rev | ||
| WENDY STUART | CONDUCTOR | 5.1% of Rev | ||
| NICK KARPINSKY | CONDUCTOR | 4.9% of Rev | ||
| JOHN KENNEDY | CONDUCTOR | 4.9% of Rev | ||
| BRENDA PAPP | Treasurer | 0.4% of Rev | ||
| AMAN DEOL BRAR | Secretary | — | ||
| WILLIAM HOLIFIELD | Board President | — | ||
| KAMAL SHUKLA | VICE PRESIDE | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOANNE WALLE | EXECUTIVE DI | 10.8% of Rev | ||
| ZELJKO MILICEVIC | CONDUCTOR | 5.4% of Rev | ||
| WENDY STUART | CONDUCTOR | 5.1% of Rev | ||
| NICK KARPINSKY | CONDUCTOR | 4.4% of Rev | ||
| JOHN KENNEDY | CONDUCTOR | 4.4% of Rev | ||
| BRENDA PAPP | Treasurer | 0.9% of Rev | ||
| AMAN DEOL BRAR | Secretary | — | ||
| WILLIAM HOLIFIELD | Board President | — | ||
| KAMAL SHUKLA | VICE PRESIDE | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 186 other orgs in MI with NTEE prefix A6.
Most-divergent component: program score sits 17 points above the peer median (45 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 40.2% 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 40.2% to under 22% of revenue — would move governance score by ~36 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.