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 | Hidden | Hidden | 4.0% | 55 | Fragile | Recovery | |
| 2022 | — | — | 8.2% | 36 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 6.7% | 44 | Fragile | Stable Watch | |
| 2020 | — | — | — | 45 | Fragile | Recovery | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 13.0% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 17.7% | 26 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 14.1% | 38 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 13.3% | 38 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 42 | Fragile | Recovery | |
| 2013 | — | — | — | 40 | Fragile | Recovery | |
| 2012 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEWAUN ROBINSON | Board Member | — | ||
| JAMES DRAPER | Board Member | — | ||
| LOUIS HAWKINS | Board Member | — | ||
| GARY JONES | Board Member | — | ||
| KIMBERLY COLE | Board Member | — | ||
| LAURA MCGUIRE | Board Member | — | ||
| DIANE RUDDY-WOLBERT | Board Member | — | ||
| GREG FIEDLER | Executive Director | — | ||
| CHARLES BOIKE | Secretary | — | ||
| THOMAS WEBBER | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GREG FIEDLER | Executive Director | 3.7% of Rev | ||
| GARY JONES | Board Member | — | ||
| CAROLE HICKEY | Board Member | — | ||
| KIMBERLY COLE | Board Member | — | ||
| DIANE RUDDY | Board Member | — | ||
| LAURA MCGUIRE | Board Member | — | ||
| DEWAUN ROBINSON | Board Member | — | ||
| CHARLES C COLLISON Jr | Board Member | — | ||
| LOUIS HAWKINS | Board Member | — | ||
| JAMES DRAPER | Board Member | — | ||
| CHARLES BOIKE | Secretary | — | ||
| THOMAS WEBBER | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GREG FIEDLER | Executive Director | 3.5% of Rev | ||
| JAMES DRAPER | Board Member | — | ||
| GARY JONES | Board Member | — | ||
| CAROLE HICKEY | Board Member | — | ||
| LOUIS HAWKINS | Board Member | — | ||
| DEWAUN ROBINSON | Board Member | — | ||
| DAVID BROADWORTH | Board Member | — | ||
| CHARLES C COLLISON Jr | Board Member | — | ||
| THOMAS WEBBER | Board President | — | ||
| CHARLES BOIKE | Secretary | — | ||
| MARK CORRIGAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROLE HICKEY | Board Member | — | ||
| CHARLES C COLLISON Jr | Board Member | — | ||
| LOUIS HAWKINS | Board Member | — | ||
| JAMES DRAPER | Board Member | — | ||
| GARY JONES | Board Member | — | ||
| DEWAUN ROBINSON | Board Member | — | ||
| DAVID BROADWORTH | Board Member | — | ||
| THOMAS WEBBER | Board President | — | ||
| GREG FIEDLER | Executive Director | — | ||
| CHARLES BOIKE | Secretary | — | ||
| MARK CORRIGAN | Board Member | — |
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 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 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.