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 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2021 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 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 | Decline Risk | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUE GREGORY | Board Member | — | ||
| MARIANNA FIEDOR | Board Member | — | ||
| SUSAN GRIGGS | Board Member | — | ||
| KENT ALLEN | Board Member | — | ||
| NICK LANGE | Board Member | — | ||
| OLIVIA PHILLIPS | Board Member | — | ||
| PAT BELLINGER | Board Member | — | ||
| KELLA CARTER | Board Member | — | ||
| TIM ROODVOETS | Board Member | — | ||
| CAROL FISCHHABER | Board Member | — | ||
| CATHY BENTON | Board President | — | ||
| CHERYL BRUFF | Treasurer | — | ||
| EMILY CASWELL | Secretary | — | ||
| RICK VANHAAFTEN | Board President | — | ||
| PAT BELLINGER | Board Member | — | ||
| CHERYL BRUFF | Treasurer | — | ||
| KELLA CARTER | Board Member | — | ||
| CAROL FISCHHABER | Board Member | — | ||
| CATHY BENTON | Board President | — | ||
| MARIANNA FIEDOR | Board Member | — | ||
| RICK VANHAAFTEN | Board President | — | ||
| EMILY CASWELL | Secretary | — | ||
| NICK LANGE | Board Member | — | ||
| KENT ALLEN | Board Member | — | ||
| SUSAN GRIGGS | Board Member | — | ||
| SUE GREGORY | Board Member | — | ||
| TIM ROODVOETS | Board Member | — | ||
| OLIVIA PHILLIPS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sue Gregory | Board Member | — | ||
| Marianna Fiedor | Board Member | — | ||
| Nick Lang | Board Member | — | ||
| Susan Griggs | Board Member | — | ||
| Sharon Skirke | Board Member | — | ||
| Cheryl Bruff | Board Member | — | ||
| Pat Bellinger | Board Member | — | ||
| Carol Fischhaber | Board Member | — | ||
| Kella Carter | Board Member | — | ||
| Chris Snow | Treasurer | — | ||
| Cathy Benton | Board President | — | ||
| Rick Vanhaaften | Board President | — | ||
| Emily Caswell | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Pat Bellinger | Board Member | — | ||
| Cheryl Bruff | Board Member | — | ||
| Kella Carter | Board Member | — | ||
| Carol Fischhaber | Board Member | — | ||
| Cathy Benton | Board President | — | ||
| Marianna Fiedor | Board Member | — | ||
| Rick Vanhaaften | Board President | — | ||
| Emily Caswell | Secretary | — | ||
| Nick Lang | Board Member | — | ||
| Chris Snow | Treasurer | — | ||
| Dan Mitchell | Board Member | — | ||
| Susan Griggs | Board Member | — | ||
| Sue Gregory | Board Member | — | ||
| Sharon Skirke | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 45 other orgs in MI with NTEE prefix A2.
Most-divergent component: financial score sits 39 points below the peer median (5 vs. 44).
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.