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 | 12.2% | 31 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 14.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 14.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 12.6% | 35 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 12.8% | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 13.0% | 29 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 18.7% | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 13.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 39 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 49 | Fragile | Recovery | |
| 2011 | — | — | — | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICIA ANDREWS | Executive Director | 14.4% of Rev | ||
| EMILY PILLER | Board President | — | ||
| LINDA ROGERS | Board Member | — | ||
| SACHEL JOSEFSON | Board President | — | ||
| CRYSTAL NOBLE | Secretary | — | ||
| ASPEN EASTERLING | Board Member | — | ||
| LEAH CORCORAN | Board Member | — | ||
| JULIE HANSON | Board Member | — | ||
| MIKE NAYLOR | Board Member | — | ||
| TRACI SCHANKE | Board Member | — | ||
| KEN MCDONALD | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICIA ANDREWS | Executive Director | 12.5% of Rev | ||
| DEBBIE JOHNSON | Board President | — | ||
| KIRSTEN ZACKMAN | Secretary | — | ||
| KEN MCDONALD | Treasurer | — | ||
| EMILY FAIRCHILD | Board Member | — | ||
| LINDA ROGERS | Board Member | — | ||
| EMILY PILLER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICIA ANDREWS | Executive Director | 13.1% of Rev | ||
| EMILY FAIRCHILD | Board President | — | ||
| KIRSTEN ZACHMAN | Secretary | — | ||
| KEN MCDONALD | Treasurer | — | ||
| CONNER ALLISON | Board Member | — | ||
| JASON DOUGLAS | Board Member | — | ||
| DEBBIE JOHNSON | Board Member | — | ||
| SHON KEELY | Board Member | — | ||
| SHANNON LEE | Board Member | — | ||
| LINDA ROGERS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICIA ANDREWS | Executive Director | 11.5% of Rev | ||
| EMILY FAIRCHILD | Secretary | — | ||
| AMIE LAUDERBAUGH | Treasurer | — | ||
| KIRSTEN ZACHMAN | Board Member | — | ||
| ALLISON CONNER | Board Member | — | ||
| SHON KEELY | Board Member | — | ||
| CARRIE HOWARD | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 175 other orgs in MN with NTEE prefix A6.
Most-divergent component: financial score sits 32 points below the peer median (5 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 12.2% 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.