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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 29.4% | 32 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 29.2% | 42 | Governance-Stressed | Recovery | |
| 2021 | — | — | 32.2% | 38 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 36.0% | 42 | Governance-Stressed | Recovery | |
| 2019 | — | — | 32.6% | 32 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 35.3% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 35.4% | 26 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 35.8% | 28 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 28.8% | 28 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 8.7% | 40 | Fragile | Recovery | |
| 2013 | — | — | 40.1% | 19 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 35.6% | 28 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 35.5% | 24 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL MITCHELL | Artistic Director | 15.6% of Rev | ||
| CHRISTINE ROUCE | EXECUTIVE DI | 12.9% of Rev | ||
| RORY BOLGER | Board Member | — | ||
| MICHELE FREDERICKS | Board Member | — | ||
| STAN HARR | Board President | — | ||
| JAMES MOORE JR | Board Member | — | ||
| BONNIE LAWRENCE | VICE PRESIDE | — | ||
| MICHELLE METES | Board Member | — | ||
| VERONICA SMITH | Treasurer | — | ||
| BENSON WOO | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL MITCHELL | Artistic Director | 14.3% of Rev | ||
| CHRISTINE ROUCE | EXECUTIVE DI | 11.8% of Rev | ||
| MICHELLE METES | Board Member | — | ||
| VERONICA SMITH | Treasurer | — | ||
| BENSON WOO | Board Member | — | ||
| RORY BOLGER | Board Member | — | ||
| STACY CARLSON | Board Member | — | ||
| JOY CRAWFORD | RECORDING SE | — | ||
| MICHELE FREDERICKS | Board Member | — | ||
| STAN HARR | Board President | — | ||
| JAMES MOORE JR | Board Member | — | ||
| BONNIE LAWRENCE | Board Member | — |
Score breakdown
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: financial score sits 17 points below the peer median (25 vs. 42).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 32 → 32 over 5 years (stable by 0 points).
What's driving this score
- Comp-to-revenue ratio of 29.4% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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 29.4% to under 22% of revenue — would move governance score by ~15 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.