Structural Deficit
What does this mean?
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
The Path Forward
The Truth-Teller
Forces necessary, painful cuts to preserve the core. It demands that the organization stop borrowing from its future and align its current programmatic output with actual sustainable revenue.
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 | 11.5% | 40 | Fragile | Recovery | |
| 2023 | Hidden | Hidden | 21.3% | 27 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 50 | Fragile | Recovery | |
| 2020 | — | — | 8.7% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 38 | Fragile | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2015 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 9.6% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEATHER BELL | Board President | — | ||
| MARY JO CUPPONE | VICE PRESIDE | — | ||
| BRENDA LANE | Secretary | — | ||
| HEATHER RASCHKE | Board Member | — | ||
| NANNETTE RET | Board President | — | ||
| MICHELE ROBERGE | Board Member | — | ||
| BILL SCHAUMANN | Board Member | — | ||
| CAROL SCHRAUBEN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DIANE ADAMS | Board Member | — | ||
| MARY JO CUPPONE | VICE PRESIDE | — | ||
| CHUCK GAIDICA | CHAIRMAN EME | — | ||
| PAMELA HALL | Secretary | — | ||
| HEATHER RASCHKE | Treasurer | — | ||
| NANNETTE RET | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DIANE ADAMS | Board Member | — | ||
| MARY JO CUPPONE | VICE PRESIDE | — | ||
| PAMELA HALL | Board Member | — | ||
| NANNETTE RET | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DIANE ADAMS | Board Member | — | ||
| KATE ANGESKI | Board Member | — | ||
| MARY JO CUPPONE | VICE PRESIDE | — | ||
| PATTI D'AVANZO | Board Member | — | ||
| CHUCK GAIDICA | CHAIRMAN EME | — | ||
| PAMELA HALL | Board Member | — | ||
| DENISE JENKINS | Board President | — | ||
| JOHN KELLY | Board Member | — | ||
| JEN KIBBEY | Secretary | — | ||
| HEATHER RASCHKE | Treasurer | — | ||
| NANNETTE RET | VICE PRESIDE | — |
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 32 points above the peer median (60 vs. 28).
5-year trend: Structural Deficit
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
What's driving this score
- Comp-to-revenue ratio of 11.5% sits within the sector's 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:
- 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.