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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 15.1% | 31 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 12.6% | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 14.4% | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 7.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 7.3% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 12.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 10.7% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 12.5% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 12.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 8.5% | 40 | Financially Distressed | Recovery | |
| 2013 | — | — | 8.1% | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 10.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 11.5% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBIN G PEARSON | Executive Director | 8.9% of Rev | ||
| DIANE W CRANE | Board Member | — | ||
| YELBA OLSON | Board Member | — | ||
| LAURA HELLE | Board President | — | ||
| KARA E MALONEY | Board President | — | ||
| DREW L MEDIN | Treasurer | — | ||
| SCOTT E ROBERTS | Board Member | — | ||
| JONATHAN D SWANSON | Board Member | — | ||
| ELISHA A MARIN | Board Member | — | ||
| KJELLGREN ALKIRE | Board Member | — | ||
| LEVI LIVINGOOD | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBIN G PEARSON | Executive Director | 6.6% of Rev | ||
| DIANE W CRANE | Board Member | — | ||
| ANDREA L ARNOLD RESIGNED | Board President | — | ||
| LAURA HELLE | Board President | — | ||
| KARA E MALONEY | Board Member | — | ||
| DREW L MEDIN | Treasurer | — | ||
| LEE A GUNDERSHEIMER | Board Member | — | ||
| JONATHAN D SWANSON | Board Member | — | ||
| ELISHA A MARIN | Board Member | — | ||
| KJELLGREN ALKIRE | Board Member | — | ||
| LEVI LIVINGOOD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBIN G PEARSON | Executive Director | 6.4% of Rev | ||
| DIANE W CRANE | Board Member | — | ||
| ANDREA L ARNOLD | Board President | — | ||
| LAURA HELLE | Board President | — | ||
| KARA E MALONEY | Board Member | — | ||
| DREW L MEDIN | Treasurer | — | ||
| JOHN P BECKER | Board Member | — | ||
| LEE A GUNDERSHEIMER | Board Member | — | ||
| JONATHAN D SWANSON | Board Member | — | ||
| ELISHA A MARIN | Board Member | — | ||
| KJELLGREN ALKIRE | Board Member | — | ||
| JULIE M FAKLER RESIGNED | Board Member | — | ||
| E JANE OLIVE RESIGNED | Board Member | — | ||
| BENJAMIN A ASSEF RESIGNED | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in MN for this NTEE subcategory; peer comparison would not be statistically meaningful.
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.
Overall score has gone from 34 → 31 over 5 years (declining by 3 points).
What's driving this score
- Comp-to-revenue ratio of 15.1% 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.