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 | 47.0% | 36 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2022 | Hidden | Hidden | 48.3% | 38 | Governance-Stressed | Recovery | |
| 2021 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 47.9% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 41 | Fragile | Recovery | |
| 2018 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 45 | Fragile | Decline Risk | |
| 2014 | — | — | — | 43 | Fragile | Recovery | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICK COYLE | Artistic Director | 33.4% of Rev | ||
| JENNIE JUDD REYES | OPERATIONS M | 13.7% of Rev | ||
| JENNY DEGRAVES | Board President | — | ||
| NOLA TOLSMA | VICE PRESIDE | — | ||
| NORMAN DONKERSLOOT | Treasurer | — | ||
| JOANNE MEEUWSEN | Secretary | — | ||
| MIKE PIKAART | Board President | — | ||
| JILL DEVRIES | Board Member | — | ||
| SETH GETZ | AT-LARGE DIR | — | ||
| STEVE HOOK | Board Member | — | ||
| CASEY LAMPEN | Board Member | — | ||
| DAN BEERENS | Board Member | — | ||
| KARA SLATER | AT-LARGE DIR | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICK COYLE | Artistic Director | 35.3% of Rev | ||
| JENNIE JUDD REYES | OPERATIONS M | 8.4% of Rev | ||
| CAROL ZEH | Board President | — | ||
| MIKE PIKAART | VICE-PRESIDE | — | ||
| JULIE ANDERSON | Treasurer | — | ||
| MAURA REYNOLDS | Secretary | — | ||
| JEAN LEMMENES | FORMER PRESI | — | ||
| KEON ATKINS | AT-LARGE DIR | — | ||
| TOM BUSA | Board Member | — | ||
| JENNY DEGRAVES | AT-LARGE DIR | — | ||
| JILL DEVRIES | Board Member | — | ||
| MARK DEWITT | AT-LARGE DIR | — | ||
| STEVE HOOK | Board Member | — | ||
| CASEY LAMPEN | Board Member | — | ||
| SARAH VANDENBRINK | AT-LARGE DIR | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICK COYLE | Artistic Director | 33.5% of Rev | ||
| BETTY MCLARTY | OPERATIONS M | 8.9% of Rev | ||
| TOM BUSA | Board Member | — | ||
| MIHAI CRAIOVEANU | AT-LARGE DIR | — | ||
| JENNY DEGRAVES | AT-LARGE DIR | — | ||
| JAY GAINFORTH | Board Member | — | ||
| RUTH HOFMEYER | AT-LARGE DIR | — | ||
| CAROL ZEH | Board Member | — | ||
| JEAN LEMMENES | Board President | — | ||
| JULIE ANDERSON | Treasurer | — | ||
| MAURA REYNOLDS | Secretary | — | ||
| PAM WELLS | PAST PRESIDE | — | ||
| TERRI BORGMAN | AT-LARGE DIR | — |
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: governance score sits 20 points below the peer median (42 vs. 62).
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 47.0% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 47.0% to under 22% of revenue — would move governance score by ~40 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.