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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 1.6% | 35 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2021 | — | — | 1.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 1.6% | 37 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 3.4% | 37 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 3.1% | 37 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 2.9% | 45 | Fragile | Stable Watch | |
| 2016 | — | — | 2.3% | 45 | Fragile | Recovery | |
| 2015 | — | — | 5.0% | 32 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 4.5% | 30 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 3.7% | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | 8.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 0.8% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT WEINER | Executive Director | 1.0% of Rev | ||
| LANFORD POTTS | Board Member | 0.4% of Rev | ||
| DANIEL GUYETTE | Board President | 0.1% of Rev | ||
| ALICE KEMERLING | Board President | — | ||
| PATRICIA HUISKAMP | Secretary | — | ||
| CHARLES OFSTEIN | Treasurer | — | ||
| JULIE NEMITZ | Board Member | — | ||
| SONYA HOLLINS | Board Member | — | ||
| JACK HOPKINS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADAM S WEINER | Executive Director | 0.9% of Rev | ||
| ROBERT WEINER | Executive Director | 0.2% of Rev | ||
| LANFORD POTTS | Board Member | 0.2% of Rev | ||
| LANFORD POTTS | Board Member | 0.1% of Rev | ||
| DANIEL GUYETTE | Board Member | 0.1% of Rev | ||
| KATHY MULAY | Board President | 0.1% of Rev | ||
| JOSHUA T WEINER | Board President | — | ||
| DANIEL GUYETTE | Board Member | — | ||
| CHARLES OFSTEIN | Board Member | — | ||
| BIANCA CIUNGAN WASHINGTON | Board Member | — | ||
| JERROLD T FRENCH | Board Member | — | ||
| PATRICIA HUISKAMP | Board Member | — | ||
| ALICE KEMERLING | Board Member | — | ||
| JULIE NEMITZ | Board Member | — | ||
| ADAM S WEINER | Executive Director | — | ||
| JOSHUA T WEINER | Board President | — | ||
| KATHY MULAY | Board President | — | ||
| CHARLES OFSTEIN | Board Member | — | ||
| BIANCA CIUNGAN WASHINGTON | Board Member | — | ||
| JERROLD T FRENCH | Board Member | — | ||
| PATRICIA HUISKAMP | Board Member | — | ||
| ALICE KEMERLING | Board Member | — | ||
| JULIE NEMITZ | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADAM S WEINER | Executive Director | 1.2% of Rev | ||
| KATHY MULAY | Board President | 0.4% of Rev | ||
| LANFORD POTTS | Board Member | 0.2% of Rev | ||
| DANIEL GUYETTE | Board Member | 0.1% of Rev | ||
| JOSHUA T WEINER | Board President | — | ||
| CHARLES OFSTEIN | Board Member | — | ||
| BIANCA CIUNGAN WASHINGTON | Board Member | — | ||
| JERROLD T FRENCH | Board Member | — | ||
| PATRICIA HUISKAMP | Board Member | — | ||
| ALICE KEMERLING | Board Member | — | ||
| JULIE NEMITZ | Board Member | — | ||
| MICHELE MARQUARDT | Secretary | — | ||
| MELISSA HARTRIDGE | Treasurer | — | ||
| PHILLIP LONG | Board Member | — | ||
| MICHAEL MCDONALD | Board Member | — | ||
| JANICE STIFLER | Board Member | — | ||
| TERRY WILLIAMS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 280 other orgs in MI with NTEE prefix A6.
Most-divergent component: financial score sits 55 points below the peer median (0 vs. 55).
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 1.6% 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.