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 | — | 27 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 21.9% | 22 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 19.3% | 23 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 47 | Fragile | Stable Watch | |
| 2016 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 37 | Fragile | Recovery | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL IBRAHIM | Board Member | 13.3% of Rev | ||
| SHERRI RICHARDS | Executive Director | 6.1% of Rev | ||
| USAMA BAALBAKI | CHAIRMAN | 1.5% of Rev | ||
| TINA FARHAT | Secretary | — | ||
| DR RABIH SUKI | Board Member | — | ||
| HASSAN MELHEM | Board Member | — | ||
| BASHAR KALAI | Board Member | — | ||
| MAYK CHAHINE | Board Member | — | ||
| KAREN B ADKISSON | TREASURERCHAPTER LOCATIONS | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL IBRAHIM | Board Member | 12.5% of Rev | ||
| SHERRI RICHARDS | Executive Director | 3.0% of Rev | ||
| USAMA BAALBAKI | CHAIRMAN | 0.1% of Rev | ||
| BASHAR KALAI | Board Member | — | ||
| SIHAM AWADA JAAFAR | Board Member | — | ||
| DR RABIH SUKI | Board Member | — | ||
| IBRAHAM MARDAM-BEY | Board Member | — | ||
| TINA FARHAT | Secretary | — | ||
| KAREN B ADKISSON | TREASURERCHAPTER LOCATIONS | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL IBRAHIM | Board Member | 5.3% of Rev | ||
| MICHAEL IBRAHIM | Board Member | — | ||
| USAMA BAALBAKI | CHAIRMAN | — | ||
| SHERRI RICHARDS | Executive Director | — | ||
| TINA FARHAT | Secretary | — | ||
| MICHAEL ANSARA | Treasurer | — | ||
| DR VASKEN ARTINIAN | Board Member | — | ||
| DR LESTER MONTS | Board Member | — | ||
| SIHAM AWADA JAAFAR | Board Member | — | ||
| BASHAR KALAI | Board Member | — | ||
| IBRAHAM MARDAM-BEY | Board Member | — | ||
| DR RABIH SUKI | Board Member | — | ||
| SHERRI RICHARDS | Executive Director | — | ||
| DR LESTER MONTS | Board Member | — | ||
| USAMA BAALBAKI | CHAIRMAN | — | ||
| TINA FARHAT | Secretary | — | ||
| KAREN B ADKISSON | TREASURERCHAPTER LOCATIONS | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 281 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
- 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.