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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 9.7% | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 8.5% | 48 | Fragile | Recovery | |
| 2021 | — | — | 12.6% | 37 | Financially Distressed | Recovery | |
| 2020 | — | — | 21.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 18.2% | 37 | Fragile | Recovery | |
| 2018 | — | — | 18.3% | 33 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 15.1% | 43 | Fragile | Recovery | |
| 2016 | — | — | 18.3% | 27 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 13.1% | 29 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 17.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 20.5% | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 16.9% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Scott Boberg | Executive Director | 9.4% of Rev | ||
| Amber Wisniewski | Executive Director | 0.9% of Rev | ||
| Kristy Linster | Board President | — | ||
| Sean Jorgensen | Board President | — | ||
| Tom Hines | Board Member | — | ||
| Lynn Fedewa | Treasurer | — | ||
| Calley Duffey | Board Member | — | ||
| Amita Amin | Board Member | — | ||
| Carla Miller | Board Member | — | ||
| Michelle Lee | Board Member | — | ||
| Allen Russell | Board Member | — | ||
| Tracey Oberleiter | Board Member | — | ||
| Sue Vanisacker | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Trapp | Executive Director | 9.6% of Rev | ||
| Kristy Miller | Board President | — | ||
| Sean Jorgensen | Board President | — | ||
| Susan Vanisacker | Board Member | — | ||
| Lynn Fedewa | Secretary | — | ||
| Calley Duffey | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Trapp | Executive Director | 9.6% of Rev | ||
| William Trapp | Executive Director | 9.6% of Rev | ||
| Calley Duffey | Executive Director | 9.1% of Rev | ||
| Terry Nisely | Treasurer | — | ||
| Sean Jorgensen | Board President | — | ||
| Susan Vanisacker | Board Member | — | ||
| Lynn Fedewa | Secretary | — | ||
| Terry Nisely | Treasurer | — | ||
| Sean Jorgensen | Board President | — | ||
| Susan Vanisacker | Board Member | — | ||
| Lynn Fedewa | Secretary | — | ||
| Calley Duffey | 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: program score sits 32 points above the peer median (60 vs. 28).
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 9.7% 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.