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 | — | |
| 2022 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | 19.2% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 9.7% | 30 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 27.0% | 26 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 24.8% | 41 | Fragile | Recovery | |
| 2016 | — | — | 23.2% | 33 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | — | 45 | Fragile | Decline Risk | |
| 2014 | — | — | — | 47 | Fragile | Decline Risk | |
| 2013 | — | — | — | 51 | Fragile | Recovery | |
| 2012 | — | — | — | 39 | Fragile | Decline Risk | |
| 2011 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Daniel Jackson | Board President | — | ||
| Dave Davies | Secretary | — | ||
| Lauren Bickers | Treasurer | — | ||
| Jennifer Horne | Board Member | — | ||
| Chris Fortin | Board Member | — | ||
| Andrea Maziarz | Board Member | — | ||
| Mike McGettigan | Board Member | — | ||
| Ericka Warmack | Board Member | — | ||
| Syeda Davidson | Board Member | — | ||
| Lara Sfire | Board Member | — | ||
| Darren Shelton | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAUREN BICKERS | Treasurer | — | ||
| DAVE DAVIES | Board Member | — | ||
| MARGARET EDWARTOWSKI | Board Member | — | ||
| CHRIS FORTIN | Board Member | — | ||
| JENNIFER HORNE | Board Member | — | ||
| DANIEL JACKSON | Board President | — | ||
| ANDREA MAZIARZ | Board Member | — | ||
| SEAN MCGETTIGAN | Board Member | — | ||
| EMILIO RODRIGUEZ | Board Member | — | ||
| LARA SFIRE | Board Member | — | ||
| ERICKA WARMACK | Board Member | — | ||
| MICHAEL BROWN | MUSIC DIRECT | — | ||
| SHAWN HANDLON | Artistic Director | — | ||
| MICHAEL MCGETTIGAN | TRAINING CEN | — | ||
| DARREN SHELTON | EXECUTIVE DI | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAUREN BICKERS | Treasurer | — | ||
| DAVE DAVIES | Board Member | — | ||
| MARGARET EDWARTOWSKI | Board Member | — | ||
| DANIEL JACKSON | Board President | — | ||
| ANDREA MAZIARZ | Board Member | — | ||
| SEAN MCGETTIGAN | Board Member | — | ||
| EMILIO RODRIGUEZ | Board Member | — | ||
| MICHAEL BROWN | MUSIC DIRECT | — | ||
| SHAWN HANDLON | Artistic Director | — | ||
| MICHAEL MCGETTIGAN | TRAINING CEN | — | ||
| DARREN SHELTON | EXECUTIVE DI | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARREN SHELTON | EXECUTIVE DI | 3.2% of Rev | ||
| MICHAEL BROWN | MUSIC DIRECT | 1.8% of Rev | ||
| SHAWN HANDLON | Artistic Director | 1.8% of Rev | ||
| LAUREN BICKERS | Treasurer | — | ||
| DAVE DAVIES | Board Member | — | ||
| MARGARET EDWARTOWSKI | Board Member | — | ||
| DANIEL JACKSON | Board President | — | ||
| ANDREA MAZIARZ | Board Member | — | ||
| SEAN MCGETTIGAN | Board Member | — | ||
| EMILIO RODRIGUEZ | Board Member | — | ||
| MICHAEL MCGETTIGAN | TRAINING CEN | — |
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
- 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.