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 | 38.4% | 28 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 37 | Fragile | Decline Risk | |
| 2020 | — | — | — | 44 | Fragile | Recovery | |
| 2019 | — | — | — | 55 | Fragile | Recovery | |
| 2018 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| C In Quotes Heaps | Board Member | 19.2% of Rev | ||
| Connar Klock | Artistic Director | 19.2% of Rev | ||
| Karen Libman | Treasurer | — | ||
| Raquel Hellenga | Board President | — | ||
| Sandino Vargas-Perez | Board Member | — | ||
| Adam Ostrander | Secretary | — | ||
| Michael Vasicek | Board Member | — | ||
| Katelyn Vasicek | Board Member | — | ||
| Marian Camille Yoder | Board President | — | ||
| Cody Watson | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| C Heaps | Board President | — | ||
| Kevin Dodd | Board Member | — | ||
| Karen Libman | Board President | — | ||
| Suzanne Vander Salm | Treasurer | — | ||
| Adam Ostrander | Secretary | — | ||
| Nicki Poer | Board Member | — | ||
| Nathan Moore | Board Member | — | ||
| Connar Klock | 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: program score sits 23 points below the peer median (5 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 38.4% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 38.4% to under 22% of revenue — would move governance score by ~33 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.