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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 28 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Marie Forszt | Administrator | 79.5% of Rev | ||
| Frankie L Fesko | Board Member | 48.7% of Rev | ||
| Joe P Williamson | Board Member | 26.5% of Rev | ||
| Edward L Williams PhD | Secretary | 15.3% of Rev | ||
| Susan Arnold | Board Member | — | ||
| Patricia Binkley | Board Member | — | ||
| Ann Bochnowski | Board Member | — | ||
| Elaine Carey PhD | Board Member | — | ||
| Katrina Fesko | Board Member | — | ||
| Amy Han PhD | Board President | — | ||
| Don Harle | Board Member | — | ||
| Dan Klein | Board President | — | ||
| Terry McMahon | Treasurer | — | ||
| Michael Palmer | Board Member | — | ||
| Barbara Pressler | Board Member | — | ||
| Diana Rogers | Board Member | — | ||
| David Shafer | Board Member | — | ||
| Ginger Watts | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIE FORSZT | ADMINISTRATOR | 83.8% of Rev | ||
| Frankie Fesko | Board Member | 48.6% of Rev | ||
| Joe Williamson | Board Member | 23.8% of Rev | ||
| Edward Williams PHD | Secretary | 16.2% of Rev | ||
| Terry McMahon | Treasurer | — | ||
| Susan Arnold | Board Member | — | ||
| Patrica Binkley | Board Member | — | ||
| Ann Bochnowski | Board Member | — | ||
| Elaine Carey | Board Member | — | ||
| Katrina Fesko | Board Member | — | ||
| Don Harle | Board Member | — | ||
| Michael Luongo MD | Board Member | — | ||
| Michael Palmer | Board Member | — | ||
| Barbara Pressler | Board Member | — | ||
| Diana Rogers | Board Member | — | ||
| David Shafer | Board Member | — | ||
| Ginger Watts | Board Member | — | ||
| Amy Han | Board President | — | ||
| Daniel Klein | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 120 other orgs in IN with NTEE prefix A6.
Most-divergent component: financial score sits 40 points below the peer median (0 vs. 40).
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 35 → 29 over 5 years (declining by 6 points).
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.