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 | — | — | 16.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 17.4% | 33 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 13.9% | 38 | Financially Distressed | Recovery | |
| 2020 | — | — | 21.0% | 37 | Fragile | Recovery | |
| 2019 | — | — | 17.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 19.5% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 18.5% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 20.0% | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 17.3% | 27 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 19.9% | 23 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2009 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARA WALL | Board Member | — | ||
| SUSAN BIGG | Board President | — | ||
| BRIAN BOTSFORD | Treasurer | — | ||
| TAMMY JACKSON | VICE PRESIDE | — | ||
| LOIS THALKEN | Board President | — | ||
| KIM ANDERSON | Board Member | — | ||
| ELLERY BUTTERFIELD | Board Member | — | ||
| SUSAN GIERHAN | Board Member | — | ||
| MARILYN HADLEY | Board Member | — | ||
| DARLA HEGGEM | Board Member | — | ||
| BRYCE JENSEN | Board Member | — | ||
| KAREN RHOADS | Board Member | — | ||
| EMILY ROEMMICH | Board Member | — | ||
| KYLE SAYLER | Board Member | — | ||
| ROBERT SHAFFER | Board Member | — | ||
| JULIE SPIERS | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLY BARTLING | Board Member | — | ||
| KATHY BOKENKAMP | Board Member | — | ||
| MICHAEL DELORM | Board Member | — | ||
| LORALEA FRANK | Board Member | — | ||
| SUSAN GIERHAN | Board Member | — | ||
| LAUREN HARBOLS | Board Member | — | ||
| BOB HEIDEN | Board Member | — | ||
| MATT JOHNSON | Board Member | — | ||
| STEPHEN LEWIS | Board Member | — | ||
| EMILY ROEMMICH | Board Member | — | ||
| JULIE SPIERS | Secretary | — | ||
| LOIS THALKEN | Board Member | — | ||
| ANN BAUER | VICE PRESIDE | — | ||
| BRIAN BOTSFORD | Treasurer | — | ||
| GARY DAVIS | Board President | — | ||
| LUIS OLIVAS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLY BARTLING | Board Member | — | ||
| KATHY BOKENKAMP | Board Member | — | ||
| KIMBERLY DART | Board Member | — | ||
| MICHAEL DELORM | Board Member | — | ||
| LORALEA FRANK | Board Member | — | ||
| LAUREN HARBOLS | Board Member | — | ||
| BOB HEIDEN | Board Member | — | ||
| MATT JOHNSON | Board Member | — | ||
| STEPHEN LEWIS | Board Member | — | ||
| VONDA LUNDELL | Board Member | — | ||
| LEE ANN PURDY | Board Member | — | ||
| JULIE SPIERS | Board Member | — | ||
| LOIS THALKEN | Board Member | — | ||
| ANN BAUER | VICE PRESIDE | — | ||
| BRIAN BOTSFORD | Treasurer | — | ||
| GARY DAVIS | Board President | — | ||
| YVONNE DEYLE | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 20 other orgs in NE with NTEE prefix A6.
Most-divergent component: financial score sits 37 points below the peer median (0 vs. 37).
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 16.1% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.