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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | 57 | Fragile | Recovery | |
| 2023 | — | — | — | 55 | Fragile | Recovery | |
| 2022 | — | — | 28.0% | 58 | Governance-Stressed | Recovery | |
| 2020 | — | — | — | 51 | Fragile | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 57 | Fragile | Recovery | |
| 2013 | — | — | — | 45 | Fragile | Decline Risk | |
| 2012 | — | — | — | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN S FOSTER | Executive Director | 20.9% of Rev | ||
| K ZAHERRAH SULTAN | Board President | — | ||
| BILLICA C HINES | Secretary | — | ||
| KEMATI J PORTER | Secretary | — | ||
| RACHEL DICKSON | Treasurer | — | ||
| RENEE L CHARLOW | Board President | — | ||
| K ZAHERRAH SULTAN | Board President | — | ||
| CHARLES WINFREY | PARLIMENTARIAN | — | ||
| BILLICA C HINES | Secretary | — | ||
| GARY ANDERSON | Board President | — | ||
| KAYA J DUNN | Secretary | — | ||
| IRIS MIDDLETON | GRADUATE LAISON | — | ||
| RACHEL DICKSON | Treasurer | — | ||
| ANDRE HARRINGTON | Board President | — | ||
| KEMATI J PORTER | Treasurer | — | ||
| ERIC J LITTLE | PARLIMENTARIAN | — | ||
| EILEEN J MORRIS | CONSULTANT | — | ||
| GARY ANDERSON | Board President | — | ||
| MICHAEL D DINWIDDIE | CONSULTANT | — | ||
| MUTIYAT ADE-SALU | GRADUATE LAISON | — | ||
| KATHRYN ERVIN | CONSULTANT | — | ||
| ANDRE HARRINGTON | Board President | — | ||
| GREGORY J HORTON | CONSULTANT | — | ||
| JOHN S FOSTER | CONSULTANT | — | ||
| EILEEN J MORRIS | CONSULTANT | — | ||
| MICHAEL D DINWIDDIE | CONSULTANT | — | ||
| KATHRYN ERVIN | CONSULTANT | — | ||
| GREGORY J HORTON | CONSULTANT | — |
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: financial score sits 26 points above the peer median (80 vs. 54).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 29 → 57 over 5 years (improving by 28 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
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.