Structural Deficit
Structural Deficit
Structural Deficit Market Archetype Mechanical Natural
Tier
Priority Review
Trajectory Thumbprint

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.

The Truth-Teller
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit
Overall
34
Score
Governance
50
Score
Financial
5
Score
Program
45
Score

Institutional Epochs

2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit

Historical Performance

Year Revenue Top Comp Comp % Rev Score Phase Label Outlook Details
2024 Hidden Hidden Unknown
2023 34 Critical Intervention Needed Recovery
2022 32 Critical Intervention Needed Decline Risk
2021 32 Critical Intervention Needed Decline Risk
2020 32 Critical Intervention Needed Decline Risk
2019 32 Critical Intervention Needed Recovery
2018 18.9% 31 Critical Intervention Needed Recovery
2017 17.9% 27 Critical Intervention Needed Decline Risk
2016 20.8% 27 Critical Intervention Needed Stable Watch
2015 19.4% 27 Critical Intervention Needed Decline Risk
2014 35 Critical Intervention Needed Recovery
2013 29 Critical Intervention Needed Decline Risk
2012 65 Stable Stable Watch
2011 43 Fragile Stable Watch

Officer compensation history

Tax year 2025

Name Title Phone Email Compensation
SHAUNA WALWOOD Board President
MARCIA MCEVOY MADDEN Board President
ANGELA KOELLER Treasurer
BRUCE JARVIS Secretary
LORNA HERNANDEZ JARVIS Board Member
BRENDA TERRY Board Member
ANDREW HOEKSTRA Board Member
DAVID ARMBRECHT Board Member
ALIX KAYAYAN Board President
DAVID BELLAMY Board President
ANNETTE SCHAUTZ Board Member

Tax year 2023

Name Title Phone Email Compensation
SHAUNA WALWOOD Board President
MARCIA MCEVOY MADDEN Board President
ANGELA KOELLER Treasurer
BRUCE JARVIS Secretary
LORNA HERNANDEZ JARVIS Board Member
WENDY LAPPENGA Board Member
ANDREW HOEKSTRA Board Member
DAVID ARMBRECHT Board Member
ALIX KAYAYAN Board President
DAVID BELLAMY Board President
SHAUNA WALWOOD Board President
MARCIA MCEVOY MADDEN Board President
ANGELA KOELLER Treasurer
BRUCE JARVIS Secretary
LORNA HERNANDEZ JARVIS Board Member
BRENDA TERRY Board Member
ANDREW HOEKSTRA Board Member
DAVID ARMBRECHT Board Member
ALIX KAYAYAN Board President
DAVID BELLAMY Board President
ANNETTE SCHAUTZ Board Member

Tax year 2022

Name Title Phone Email Compensation
SHAUNA WALWOOD Board President
MARCIA MCEVOY MADDEN Board President
ANGELA KOELLER Treasurer
BRUCE JARVIS Secretary
LORNA HERNANDEZ JARVIS Board Member
WENDY LAPPENGA Board Member
SUZANNE MINARD Board Member
DAVID ARMBRECHT Board Member
ALIX KAYAYAN Board President
DAVID BELLAMY Board President

Tax year 2021

Name Title Phone Email Compensation
SHAUNA WALWOOD Board President
MARCIA MCEVOY MADDEN Board President
ANGELA KOELLER Treasurer
BRUCE JARVIS Secretary
LORNA HERNANDEZ JARVIS Board Member
WENDY LAPPENGA Board Member
SUZANNE MINARD Board Member
DAVID ARMBRECHT Board Member
ROBERT CARLTON Board Member
PATRICIA ANDERSON Board Member
ALIX KAYAYAN Board President
CHRISTINE RAJAH Board Member
RICK ACKERMAN Board Member
BRENT GARVIN Board Member
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown

Score breakdown

Financial resilience
5 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
34 / 100
Priority Review

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 37 points below the peer median (5 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

What would change this score

The two changes that would most improve this score:

  1. 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.