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
46
Score
Governance
55
Score
Financial
30
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 | — | |
| 2023 | Hidden | Hidden | 7.8% | 46 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 6.8% | 54 | Fragile | Recovery | |
| 2021 | — | — | 10.3% | 50 | Fragile | Recovery | |
| 2020 | — | — | 10.9% | 44 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 8.0% | 50 | Fragile | Recovery | |
| 2018 | — | — | 10.4% | 48 | Fragile | Decline Risk | |
| 2017 | — | — | 8.0% | 54 | Fragile | Recovery | |
| 2016 | — | — | 10.1% | 48 | Fragile | Decline Risk | |
| 2015 | — | — | 8.2% | 54 | Fragile | Stable Watch | |
| 2014 | — | — | 9.8% | 54 | Fragile | Recovery | |
| 2013 | — | — | 12.9% | 48 | Fragile | Decline Risk | |
| 2012 | — | — | 10.2% | 52 | Fragile | Recovery | |
| 2011 | — | — | 12.5% | 48 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES SOFRANKO | Artistic Director | 3.5% of Rev | ||
| MARY JENNINGS | EXECUTIVE DI | 2.1% of Rev | ||
| GLENN DEL VECCHIO | EXECUTIVE DI | 2.1% of Rev | ||
| JAMIE SLOTSEMA | Board President | — | ||
| ASHLEIGH E DRAFT | VICE PRESIDE | — | ||
| LEAH VOIGT | Treasurer | — | ||
| LESLIE ABDOO | Secretary | — | ||
| AMANDA AVILA | Board Member | — | ||
| KIMBERLY BURKE | Board Member | — | ||
| HELLE LINNEBJERG HAW | Board Member | — | ||
| MICHAEL LOJEK | Board Member | — | ||
| KELLY MAY | Board Member | — | ||
| ANDREA NEMES | Board Member | — | ||
| DALE SCHRIEMER | Board Member | — | ||
| BRANDON TOMASH | Board Member | — | ||
| MARY A YURKO | Board Member | — | ||
| CAROL MUTH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GLENN DEL VECCHIO | EXECUTIVE DI | 3.9% of Rev | ||
| JAMES SOFRANKO | Artistic Director | 3.0% of Rev | ||
| LEAH VOIGT | Board President | — | ||
| JEFF GURNEY | VICE PRESIDE | — | ||
| ADMIR LUGONJIC | Treasurer | — | ||
| MEREDITH ERVINE | Secretary | — | ||
| JOHN NIENHUIS | Board President | — | ||
| LESLIE DICKINSON | Board Member | — | ||
| ASHLEIGH E DRAFT | Board Member | — | ||
| HELLE LINNEBJERG HAW | Board Member | — | ||
| IAN M HUNTER | Board Member | — | ||
| BETH JABIN | Board Member | — | ||
| MICHAEL LOJEK | Board Member | — | ||
| DALE SCHRIEMER | Board Member | — | ||
| JAMIE SLOTSEMA | Board Member | — | ||
| JOHN VAN FOSSEN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GLENN DEL VECCHIO | EXECUTIVE DI | 4.1% of Rev | ||
| JAMES SOFRANKO | Artistic Director | 3.1% of Rev | ||
| LEAH VOIGT | Board President | — | ||
| JEFF GURNEY | VICE PRESIDE | — | ||
| ADMIR LUGONJIC | Treasurer | — | ||
| MEREDITH ERVINE | Secretary | — | ||
| JOHN NIENHUIS | DEVELOPMENT | — | ||
| LESLIE DICKINSON | Board Member | — | ||
| IAN M HUNTER | Board Member | — | ||
| MICHAEL LOJEK | Board Member | — | ||
| TAMARA REEVES | Board Member | — | ||
| DALE SCHRIEMER | Board Member | — | ||
| JOHN VAN FOSSEN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GLENN DEL VECCHIO | EXECUTIVE DI | 4.1% of Rev | ||
| JAMES SOFRANKO | Artistic Director | 3.2% of Rev | ||
| LEAH VOIGT | Board President | — | ||
| JOHN NIENHUIS | VICE PRESIDE | — | ||
| MICHAEL P KLING | Treasurer | — | ||
| JEFF GURNEY | Secretary | — | ||
| IAN M HUNTER | DEVELOPMENT | — | ||
| AMY NORKUS | Treasurer | — | ||
| LESLIE DICKINSON | Board Member | — | ||
| MEREDITH ERVINE | Board Member | — | ||
| MICHAEL LOJEK | Board Member | — | ||
| ADMIR LUGONJIC | Board Member | — | ||
| TAMARA REEVES | Board Member | — | ||
| DALE SCHRIEMER | Board Member | — | ||
| JOHN VAN FOSSEN | Board Member | — | ||
| ANDA VIZULIS | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
30 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
46 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 185 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 7.8% sits within the sector's 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:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.