Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
43
Score
Governance
45
Score
Financial
35
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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 15.4% | 43 | Fragile | Gov Risk | |
| 2022 | — | — | 12.9% | 47 | Fragile | Recovery | |
| 2021 | — | — | 13.3% | 43 | Fragile | Recovery | |
| 2020 | — | — | 19.2% | 37 | Fragile | Gov Risk | |
| 2019 | — | — | 16.8% | 37 | Fragile | Gov Risk | |
| 2018 | — | — | 12.2% | 40 | Fragile | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 40 | Fragile | Recovery | |
| 2015 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 8.6% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT SPECK | MUSIC DIRECT | 7.6% of Rev | ||
| ANDREW BUELOW | Board President | 7.4% of Rev | ||
| MELISA BAKER | Board Member | — | ||
| SUSAN CLOUTIER CRAIN | Board President | — | ||
| MERICA DOBRY | Secretary | — | ||
| LARRY FIFE | Board Member | — | ||
| BOB GARRETSON | Treasurer | — | ||
| AMY HOSFORD | Board Member | — | ||
| DONNA JOYCE | Board Member | — | ||
| STACY MELLEMA | Board Member | — | ||
| JASON OLTHOFF | Board Member | — | ||
| EMMA PETERSON | Board Member | — | ||
| JENNIFER ROSS | Board Member | — | ||
| KATE KESTELOOT SCARBROUGH | VICE CHAIRPE | — | ||
| RYAN STERKENBURG | Board Member | — | ||
| TOM TRZASKA | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW BUELOW | Board President | 7.8% of Rev | ||
| SCOTT SPECK | MUSIC DIRECT | 7.6% of Rev | ||
| MELISA BAKER | Board Member | — | ||
| SUSAN CLOUTIER CRAIN | Board President | — | ||
| MERICA DOBRY | Secretary | — | ||
| LARRY FIFE | Board Member | — | ||
| BOB GARRETSON | Treasurer | — | ||
| AMY HOSFORD | Board Member | — | ||
| DONNA JOYCE | Board Member | — | ||
| STACY MELLEMA | Board Member | — | ||
| JASON OLTHOFF | Board Member | — | ||
| EMMA PETERSON | Board Member | — | ||
| JENNIFER ROSS | Board Member | — | ||
| KATE KESTELOOT SCARBROUGH | VICE CHAIRPE | — | ||
| RYAN STERKENBURG | Board Member | — | ||
| TOM TRZASKA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW BUELOW | Board President | 7.4% of Rev | ||
| SCOTT SPECK | MUSIC DIRECT | 7.1% of Rev | ||
| SCOTT SPECK | MUSIC DIRECT | 7.0% of Rev | ||
| ANDREW BUELOW | Board President | 6.7% of Rev | ||
| MELISA BAKER | Board Member | — | ||
| SUSAN CLOUTIER CRAIN | Board President | — | ||
| JAN DEUR | Board Member | — | ||
| MERICA DOBRY | Board Member | — | ||
| KEVIN EVEN | Treasurer | — | ||
| LARRY FIFE | Board Member | — | ||
| BOB GARRETSON | Board Member | — | ||
| AMY HOSFORD | Board Member | — | ||
| DONNA JOYCE | Board Member | — | ||
| JASON OLTHOFF | Board Member | — | ||
| EMMA PETERSON | Board Member | — | ||
| KATE KESTELOOT SCARBROUGH | Board Member | — | ||
| RYAN STERKENBURG | Board Member | — | ||
| PETER BROWN | Board Member | — | ||
| RYAN BRYKER | Board Member | — | ||
| SUSAN CLOUTIER-CRAIN | Board Member | — | ||
| JAN DEUR | Treasurer | — | ||
| MERICA DOBRY | Board Member | — | ||
| KEVIN EVEN | Board Member | — | ||
| LARRY FIFE | Board Member | — | ||
| BOB GARRETSON | Board Member | — | ||
| KIMBERLY HAMMOND | Board Member | — | ||
| AMY HOSFELD | Board Member | — | ||
| PAUL JACKSON | Board President | — | ||
| DALE NESBARY | Board Member | — | ||
| MICHAEL OLTHOFF | Board Member | — | ||
| EMMA PETERSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Scott Speck | Board Member | 6.8% of Rev | ||
| Scott Speck | Board Member | 6.7% of Rev | ||
| Andrew Buelow | Executive Director | 6.5% of Rev | ||
| Andrew Buelow | Executive Director | 5.7% of Rev | ||
| Michael Olthoff | Board Member | — | ||
| Peter Brown | Board Member | — | ||
| Paul R Jackson | Board President | — | ||
| Jan Deur | Treasurer | — | ||
| Kevin Even | Board Member | — | ||
| Kimberly L Hammond | Board Member | — | ||
| Tom Schaub | Board Member | — | ||
| Mary Price | Board Member | — | ||
| Ryan Bryker | Board Member | — | ||
| Susan Cloutier-Crain | Board Member | — | ||
| Dale Nesbary | Board Member | — | ||
| Al Steinman | Board Member | — | ||
| Pat Donahue | Board Member | — | ||
| Michael Olthoff | Board Member | — | ||
| Peter Brown | Board Member | — | ||
| Paul R Jackson | Board President | — | ||
| Jan Deur | Treasurer | — | ||
| Kevin Even | Board Member | — | ||
| Kimberly L Hammond | Board Member | — | ||
| Suzanne Richards | Board Member | — | ||
| Tom Schaub | Board Member | — | ||
| Peter Kurdziel | Secretary | — | ||
| Mary Price | Board Member | — | ||
| Ryan Bryker | Board Member | — | ||
| Susan Cloutier-Crain | Board Member | — | ||
| Dale Nesbary | Board Member | — | ||
| Al Steinman | Board Member | — | ||
| Pat Donahue | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
35 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
43 / 100
Priority Review
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: 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 15.4% sits within the sector's healthy band (18–22%).
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.