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 | — | 36 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 28 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CALEB ASHER | Board President | — | ||
| ANGELA COOL | Secretary | — | ||
| KEVIN HAN | Board President | — | ||
| MARTI LEISINGER | Treasurer | — | ||
| MARLOU WEGENER | Board President | — | ||
| VICKIE BROKKE | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CALEB ASHER | Board President | — | ||
| KEVIN HAN | Board President | — | ||
| CHRIS MCGEE | Treasurer | — | ||
| JANET STANEK | Board President | — | ||
| BO TURNEY | Secretary | — | ||
| VICKIE BROKKE | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VICKIE BROKKE | Board President | 18.3% of Rev | ||
| CALEB ASHER | Board President | — | ||
| KEVIN HAN | Board President | — | ||
| JANET STANEK | Board President | — | ||
| BO TURNEY | Secretary | — | ||
| CANDACE WILLIAMS | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VICKIE BROKKE | Board President | 42.4% of Rev | ||
| NEIL DOBLER | Board President | — | ||
| KEVIN HAN | Treasurer | — | ||
| JERI HANSEN | Board President | — | ||
| JANET STANEK | Board President | — | ||
| CANDACE WILLIAMS | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 60 other orgs in KS with NTEE prefix A6.
Most-divergent component: financial score sits 33 points below the peer median (10 vs. 43).
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.