Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
31
Score
Governance
45
Score
Financial
15
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 23.8% | 31 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 17.2% | 39 | Fragile | Gov Risk | |
| 2021 | — | — | 29.2% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 26.9% | 24 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 35.0% | 24 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 18.6% | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 21.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 23.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 7.8% | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | 11.1% | 29 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 17.3% | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 20.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 23.8% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY LINDSTROM | Executive Director | 19.1% of Rev | ||
| ANDREW GOOD | ARTISITIC PRODUCTION | — | ||
| JAY BECK | Board President | — | ||
| JODI MELIUS | Board President | — | ||
| JOSEPH MISH | Board Member | — | ||
| MARK NEVILLE | Board Member | — | ||
| MARY BETH SANCOMB-MORAN | Secretary | — | ||
| MATT ROISUM | Treasurer | — | ||
| RAFAEL JIMENEZ | Board Member | — | ||
| SARAH SCHAEFER MEIER | Board Member | — | ||
| ORIN LARSON | Board Member | — | ||
| AMY ANDREWS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY LINDSTROM | Executive Director | 16.1% of Rev | ||
| JERE LANTZ | Artistic Director | 13.4% of Rev | ||
| ANDREW GOOD | Artistic Director | — | ||
| BRAD KREHBIEL | Board President | — | ||
| BRUCE ROHDE | Board Member | — | ||
| JAMES SLOAN | Board Member | — | ||
| JAY BECK | Board President | — | ||
| JODI MELIUS | Board President | — | ||
| JOSEPH MISH | Board Member | — | ||
| MARK NEVILLE | Board Member | — | ||
| MARY BETH SANCOMB-MORAN | Secretary | — | ||
| MATT ROISUM | Treasurer | — | ||
| RAFAEL JIMENEZ | Board Member | — | ||
| SARAH SCHAEFER MEIER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JERE LANTZ | Executive Director | 22.4% of Rev | ||
| AMY LINDSTROM | Executive Director | 14.0% of Rev | ||
| ANDREW GOOD | ARTISITIC PRODUCTION | — | ||
| BRAD KREHBIEL | Board President | — | ||
| BRUCE ROHDE | Board Member | — | ||
| JAMES SLOAN | Board Member | — | ||
| JAY BECK | Board Member | — | ||
| JODI MELIUS | Board Member | — | ||
| JOSEPH MISH | Board Member | — | ||
| MARION KLEINBERG | Board Member | — | ||
| MARK NEVILLE | Board Member | — | ||
| MARY BETH SANCOMB-MORAN | Secretary | — | ||
| MATT ROISUM | Treasurer | — | ||
| RAFAEL JIMENEZ | Board Member | — | ||
| SARAH SCHAEFER MEIER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JERE LANTZ | Executive Director | 30.8% of Rev | ||
| AMY LINDSTROM | Executive Director | 11.1% of Rev | ||
| RAFAEL JIMENEZ | Board Member | — | ||
| MARION KLEINBERG | Board Member | — | ||
| BRUCE ROHDE | Board Member | — | ||
| JAMES SLOAN | Board Member | — | ||
| GLENN FORBES | Board Member | — | ||
| JODI MELIUS | Board Member | — | ||
| JOSEPH MISH | Board Member | — | ||
| MARK NEVILLE | Board Member | — | ||
| SARAH SCHAEFER MEIER | Board Member | — | ||
| BRENT TUNIS | Board Member | — | ||
| MATT ROISUM | Treasurer | — | ||
| MARY BETH SANCOMB-MORAN | Secretary | — | ||
| JAY BECK | Board President | — | ||
| BRAD KREHBIEL | Board President | — | ||
| ANDREW GOOD | ARTISITIC PRODUCTION | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
31 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 174 other orgs in MN with NTEE prefix A6.
Most-divergent component: financial score sits 23 points below the peer median (15 vs. 38).
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 23.8% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.