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 | — | 32 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 40 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 37 | Fragile | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 39 | Fragile | Recovery | |
| 2013 | — | — | 14.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTINA MARTINEZ | Secretary | — | ||
| GAIL GRIFFIN | Board Member | — | ||
| KENLANA FERGUSON | Board Member | — | ||
| MICKEY HUANG | Board Member | — | ||
| RICHARD A VAN ENK | Board President | — | ||
| STEVE FRANK | Board Member | — | ||
| SUSAN WIERSMA UCHIMURA | Board Member | — | ||
| THERESA COTY ONEIL | Board Member | — | ||
| VICTORIA MACKIE | Treasurer | — | ||
| WEST NELSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH RUSSELL | Board President | — | ||
| LAURIE ATWATER | VICE PRESIDNET | — | ||
| LEE KIRK | Treasurer | — | ||
| SUSAN WIERSMA UCHIMIRA | Secretary | — | ||
| GAIL GRIFFIN | Board Member | — | ||
| KHADY BRUMBLEY | Board Member | — | ||
| CHRISTINA MARTINEZ | Board Member | — | ||
| GRACE GHEEN | Board Member | — | ||
| KIRSTEN HAVERBERG | Board Member | — | ||
| DAVID WELLS | Board Member | — | ||
| CINDY HUNTER | Board Member | — | ||
| KAREN TROUT | Board Member | — | ||
| RICHARD VAN ENK | Board Member | — | ||
| MARTI FRITZ | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH RUSSELL | Board President | — | ||
| MARTI FRITZ | VICE PRESIDNET | — | ||
| TOM KROLL | Treasurer | — | ||
| KRISTEN HAVERBERG | Secretary | — | ||
| GAIL GRIFFIN | Board Member | — | ||
| LEE KIRK | Board Member | — | ||
| CHRISTINA MARTINEZ | Board Member | — | ||
| ZAIDE PIXLEY | Board Member | — | ||
| JOSEPH SABLAN | Board Member | — | ||
| SUSAN WEIRSMA UCHIMURA | Board Member | — | ||
| DAVID WELLS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 186 other orgs in MI with NTEE prefix A6.
Most-divergent component: financial score sits 41 points below the peer median (0 vs. 41).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.