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 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 8.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2020 | — | — | 13.4% | 31 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 9.1% | 32 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 11.2% | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES WINFREY | EXECUTIVE DI | 6.9% of Rev | ||
| LINDA BOOTH | VOTING MEMBE | — | ||
| NANCY EDWARDS | VOTING MEMBE | — | ||
| DAPHNE EPPS | VOTING MEMBE | — | ||
| ARTHUR EVANS | VOTING MEMBE | — | ||
| HEATHER KALE | VOTING MEMBE | — | ||
| CAREN FORDHAM KNIGHT | VOTING MEMBE | — | ||
| MELINDA ANDERSON | Secretary | — | ||
| EUGENE BOWMEN | Treasurer | — | ||
| SHIRLEY F HENDERSON | Board President | — | ||
| JAMES O SHELLY PHD | VICE CHAIRPE | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES WINFREY | Executive Director | 7.1% of Rev | ||
| DEAVEN WALKER | Board Member | — | ||
| DONNA ULRICH | Board Member | — | ||
| ARTHUR EVANS | DIRECOTR | — | ||
| VERONA TERRY | Board Member | — | ||
| DR JAMES SHELLEY | VICE CHAIRMAN | — | ||
| HERBERT WINFREY | Board Member | — | ||
| DAPHNE EPPS | Board Member | — | ||
| EUGENE BROWN | Treasurer | — | ||
| SHIRLEY HENDERSON | Board Member | — | ||
| CAREN FORDHAM KNIGHT | Board Member | — | ||
| LINDA BOOTH | Board Member | — | ||
| MELINDA ANDERSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELAINE GREEN | Board Member | — | ||
| SOMMER GREEN | Board Member | — | ||
| LINDA GULLEY | Board Member | — | ||
| REGINA MARSHALL | Board Member | — | ||
| FLOSSIE WIGGINS | Board Member | — | ||
| VERONA TERRY | Board Member | — | ||
| DR JAMES SHELLEY | Board Member | — | ||
| FANNIE NORRIS | SECRETARYTREASURER | — | ||
| LOUIS HAWKINS | VICE CHAIRMAN | — | ||
| SHIRLEY HENDERSON | Board President | — | ||
| CAREN KNIGHT | Board Member | — | ||
| LINDA BOOTH | Board Member | — | ||
| MELINDA ANDERSON | Board Member | — | ||
| CHARLES WINFREY | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES WINFREY | Executive Director | 7.3% of Rev | ||
| REGINA MARSHALL | Board Member | — | ||
| ELAINE GREEN | Board Member | — | ||
| SOMMER GREEN | Board Member | — | ||
| FLOSSIE WIGGINS | Board Member | — | ||
| VERONA TERRY | Board Member | — | ||
| DR JAMES SHELLEY | Board Member | — | ||
| LINDA GULLEY | Board Member | — | ||
| FANNIE NORRIS | SECRETARYTREASURER | — | ||
| LOUIS HAWKINS | VICE CHAIRMAN | — | ||
| SHIRLEY HENDERSON | Board President | — | ||
| CAREN KNIGHT | Board Member | — | ||
| LINDA BOOTH | Board Member | — | ||
| MELINDA ANDERSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 186 other orgs in MI with NTEE prefix A6.
Most-divergent component: financial score sits 36 points below the peer median (5 vs. 41).
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.