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 |
|---|---|---|---|---|---|---|---|
| 2024 | — | — | 3.9% | 41 | Financially Distressed | Recovery | |
| 2023 | — | — | 9.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 8.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 9.0% | 38 | Financially Distressed | Recovery | |
| 2020 | — | — | 9.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 8.5% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | 10.2% | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 6.8% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 7.3% | 30 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 21 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BETH MCLEISH | FNDER & ARTI | 6.9% of Rev | ||
| KATE DECKER | Board Member | — | ||
| STEVE DOEPKER | Board Member | — | ||
| ALISON GERARDOT | Board Member | — | ||
| HEATHER MILLER | VICE PRESIDE | — | ||
| MAGGIE NADER | Secretary | — | ||
| MICHELLE STRAESSLE | Board Member | — | ||
| DAN SWARTZ | Board Member | — | ||
| TINA TAZIAN | Board President | — | ||
| SHANNON WHITE | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BETH MCLEISH | FNDER & ARTI | 7.1% of Rev | ||
| KATE DECKER | Board Member | — | ||
| STEVE DOEPKER | Board President | — | ||
| LINDA DUMAS | Treasurer | — | ||
| ALISON GERARDOT | Board Member | — | ||
| HEATHER MILLER | Board Member | — | ||
| MAGGIE NADER | Secretary | — | ||
| MICHELLE STRAESSLE | Board Member | — | ||
| DAN SWARTZ | Board Member | — | ||
| TINA TAZIAN | VICE PRESIDE | — |
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 IN 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.
Overall score has gone from 32 → 41 over 5 years (improving by 9 points).
What's driving this score
- Comp-to-revenue ratio of 3.9% sits within the sector's healthy band (18–22%).
- 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.