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 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TONY ROSS | Secretary | — | ||
| Joel Selby | Board President | — | ||
| MIKE HEKKER | Board Member | — | ||
| Bob Scolnik | Board Member | — | ||
| Laurel Barnett | Treasurer | — | ||
| LeighAnn Mikesell | Board Member | — | ||
| Rachel Gorman | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Brandon Davis | OFFICER | — | ||
| Melissa Brown | OFFICER | — | ||
| Laurel Barnett | OFFICER | — | ||
| Rachel Gorman | OFFICER | — | ||
| LeighAnn Mikesell | OFFICER | — | ||
| Bob Scolnik | OFFICER | — | ||
| Shirley Wyatt | Treasurer | — | ||
| Clare Root Benson | Board President | — | ||
| Joel Selby | SecretaryDirector | — | ||
| Jocelyn Hines | OFFICER | — | ||
| Amy White | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILLIAM IDDINGS | Secretary | — | ||
| AMY WHITE | Board Member | — | ||
| BOB SCOLNIK | Board Member | — | ||
| RICH ROBINSON | Treasurer | — | ||
| LIESCHEN MONTGOMERY | Board Member | — | ||
| MICHAEL RAMSEY | Board Member | — | ||
| JOCELYN HINES | Board Member | — | ||
| CLAIRE ROOT BENSON | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILLIAM IDDINGS | Secretary | — | ||
| ANDREW ZAHRT | Board Member | — | ||
| AMY WHITE | Board Member | — | ||
| BOB SCOLNIK | Board Member | — | ||
| CAROL MOORE | Board President | — | ||
| RICH ROBINSON | Treasurer | — | ||
| LIESCHEN MONTGOMERY | Board Member | — | ||
| MICHAEL RAMSEY | Board Member | — | ||
| JOCELYN HINES | Board Member | — | ||
| CLAIRE ROOT BENSON | Board President | — | ||
| COZETTE THOMAS | 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: financial score sits 42 points below the peer median (0 vs. 42).
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.