National Certified Public Manager Consortium
Nonprofit profile at a glance
- EIN
- 562041918
- IRS 990-EZ coverage
- 2015–2025
- Forms available
- Form 990-EZ 2025, Form 990-N 2013
- Location
- Boise, ID, USA
- Phone
- 8003182810
- Rating
- 62
- Verdict
- SUPPORTED
- Rating confidence
- Moderate
- Sector
- Chambers of Commerce & Business Leagues
Reported finances
- Revenue
- $116,641
- Expenses
- $83,723
- Assets
- $101,849
- Liabilities
- $27,200
Source: IRS Form 990-EZ. Selected filing: tax year 2025. Amounts in USD.
Leadership & pay
10 people listed
People named in this filing
- Trent Clagg (Past Chair)
- Ann Cotten (Director)
- Daniel Foth (Director)
Selected names, not a complete roster or a statement of current roles. Open leadership details for the complete filed list.
Source: IRS Form 990-EZ. Selected filing: tax year 2025. Names and roles reflect this filing, not necessarily current officeholders.
Overview
Mission
To establish, maintain and confer accreditation for programs that offer Certified Public Manager credential
What it reported doing in 2025
The National Certified Public Manager Consortium continued to support its members through providing vital networking and technical resources, allowing them to better serve the students of their Certified Public Manager Programs. NCPMC continues to strengthen its relationship with the Certified Public Manager Education Foundation (CPMEF) a 501-c-3 Nonprofit Charitable Organization which provides support for Certified Public Managers and their organizations in achieving educational and professional goals through the contribution of finances, goods and services. We hosted six best practices alumni society webinars on a variety of topics, all of which were promoted both to members of NCPMC and the Society, and the video recordings were also shared after the events on the websites. We reaccredited Five Certified Public Manager Programs during the year. Each accreditation had a team of 3 volunteers, for a total of 15 volunteers who worked on the Reaccreditations during the year.We also offered our three-day Annual Business Meeting & Conference in person in Logan, Ohio. This was an extraordinary event which included great sharing and networking opportunities, helping to maintain and improve engagement among all our member programs for the future. The event included a Best Practices Poster Session, where approximately 15 of our programs participated in presenting a visual detail of an extraordinary element of their program to share with the group. At this event the members of the board (our membership) also realigned our budget process and refined the organizational process for a new National CPM Alumni Society. The Society became fully operational with the website and member services up and running as of September of 2025. An Alumni Society Liason position was created to serve as a connection between the Society and the Executive Council, and to provide outreach to develop the programming for the Society throughout the year. We continue to promote this lifetime membership opportunity to members of the National CPM Consortium to share with their alumni graduates.
Operating model
- Revenue model
- Cannot be determined from the filing. The filing does not provide enough consistent revenue detail to tell how this nonprofit funds its work.
- Distribution model
- Direct operator. The filing allocates 100% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.
The verdict
SUPPORTED - The filed numbers largely add up and program spending has grown recently. A relatively small share of available resources goes toward mission work and a relatively small share of total spending goes to programs.
Rating breakdown
- Financial Efficiency: 42
- Transparency & Controls: 82
- Sustainability: 59
- Growth: 100
Detailed rating inputs
Financial Efficiency
- Mission deployment rate: 36.3%; rating input score 36
- Program expense ratio: 50.6%; rating input score 51
Transparency & Controls
- Consistency checks: 100%; rating input score 100; 52nd percentile among comparable filings
- Major donor itemization: Limited
Sustainability
- Operating margin: 28.2%; rating input score 80; 80th percentile among comparable filings
- Total-asset coverage ratio: 1.22; rating input score 65; 65th percentile among comparable filings
- Liabilities to assets ratio: 0.27; rating input score 13; 13th percentile among comparable filings
- Officer compensation ratio: 55.4%; rating input score 4; 4th percentile among comparable filings
Growth
- Program expense growth: 3.4% per year; rating input score 100; 40th percentile among comparable filings
- Revenue growth: 4.8% per year; rating input score 100; 43rd percentile among comparable filings
- Asset growth: 4.9% per year; rating input score 100; 43rd percentile among comparable filings
Details
- Where the money goes: 36.3% of revenue deployed · 50.6% of spending went to programs
- Governance: Filed governance answers
- Accomplishments: 1 filed program accomplishment · $42K in reported program spending
- Leadership: top reported pay $0 · 10 people listed
- Consistency: 7 of 7 current checks pass
- Schedules: 1 filed schedules
- Filing history: 11 filing years from 2015 to 2025
- Contacts: How to reach this organization
- Money network: 1 filed money-flow record
- Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
- People: Everyone the filings name, and which of them the filings identify by more than a name.
Key Signals
Signals prioritize questions for review. They are not findings of misconduct.
- Moderate — Financial Efficiency: Mission deployment rate scored 36/100.
- Review — Financial Efficiency: Program expense ratio scored 51/100.
- High — Sustainability: Officer compensation ratio scored 4/100.
- High — Sustainability: Liabilities to assets ratio scored 13/100.