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 | — | — | Unknown | — | |
| 2023 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 42 | Fragile | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 48 | Fragile | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| THOMAS HENNING | Treasurer | 1.9% of Rev | ||
| MACY SELECMAN | Board Member | — | ||
| BRANDI ROBINSON | Board Member | — | ||
| KATHERINE MALISOW | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MACY SELECMAN | Board Member | — | ||
| CHRIS DEMONT | Board Member | — | ||
| KATHERINE MALISOW | Board President | — | ||
| MATTHEW DIXON | Treasurer | — | ||
| MACY SELECMAN | Board Member | — | ||
| KRISTI CORNISH | Board Member | — | ||
| KATHERINE MALISOW | Board President | — | ||
| MATTHEW DIXON | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHAWN ATHAYDE | VICE PRESIDE | — | ||
| KRISTI CORNISH | Board Member | — | ||
| KATHERINE E MALISOW | Board President | — | ||
| LAURIE PEGGS | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in MI for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 1.9% sits within the sector's healthy band (18–22%).
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.