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 | — | — | Unknown | — | |
| 2022 | — | — | 7.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 5.5% | 38 | Financially Distressed | Recovery | |
| 2020 | — | — | 7.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 6.3% | 36 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 6.7% | 44 | Fragile | Recovery | |
| 2017 | — | — | 8.1% | 40 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 5.8% | 44 | Fragile | Stable Watch | |
| 2015 | — | — | 7.8% | 44 | Fragile | Recovery | |
| 2014 | — | — | 7.4% | 40 | Financially Distressed | Recovery | |
| 2013 | — | — | 7.0% | 38 | Financially Distressed | Recovery | |
| 2012 | — | — | 7.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 8.0% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSEPH PRICE | Executive Director | 6.0% of Rev | ||
| JEANNE CALVIT | Executive Director | 0.9% of Rev | ||
| MARY KAY KENNEDY | Board President | — | ||
| LORI LEAVITT | Board President | — | ||
| DAVID FORNEY | Treasurer | — | ||
| ANN LEMING | Secretary | — | ||
| PATRICK DOW | Board Member | — | ||
| LIZ HILLIGOSS | Board Member | — | ||
| MONICA LITTLE | Board Member | — | ||
| SUSAN SHAPIRO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEANNE CALVIT | Executive Director | 6.2% of Rev | ||
| MARY KAY KENNEDY | Board President | — | ||
| LORI LEAVITT | Board President | — | ||
| ANN LEMMING | Secretary | — | ||
| PATRICK DOW | Board Member | — | ||
| MONICA LITTLE | Board Member | — | ||
| SUSAN SHAPIRO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEANNE CALVIT | Executive Director | 6.2% of Rev | ||
| MARY KAY KENNEDY | Board President | — | ||
| LORI LEAVITT | Board President | — | ||
| ANN LEMMING | Secretary | — | ||
| PATRICK DOW | Board Member | — | ||
| MONICA LITTLE | Board Member | — | ||
| SUSAN SHAPIRO | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEANNE CALVIT | EXECUTIVE DI | 5.6% of Rev | ||
| MARY KAY KENNEDY | Board President | — | ||
| LORI LEAVITT | Board President | — | ||
| PATRICK DOW | Secretary | — | ||
| WHITNEY EMANUEL | Treasurer | — | ||
| ANN LEMMING | Board Member | — | ||
| SUSAN SHAPIRO | Board Member | — | ||
| GERALDINE HARLAN | 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.
What's driving this score
- Comp-to-revenue ratio of 6.4% 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.