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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 63.7% | 28 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 61.8% | 28 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 39.4% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 70.7% | 27 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 76.6% | 23 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 56.6% | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 62.5% | 21 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 54.3% | 23 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 64.5% | 23 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 37.5% | 36 | Fragile | Recovery | |
| 2013 | — | — | 31.6% | 32 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 29.4% | 32 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 38.3% | 32 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Stephen Rentfrow | Executive Director | 26.5% of Rev | ||
| Joseph Harstad | Artistic Director | 19.5% of Rev | ||
| Pamela Mayne | Board Member | 17.6% of Rev | ||
| Kat Dalager | Board Member | — | ||
| William Sommers | Board Member | — | ||
| Jonathan Fogel | Board Member | — | ||
| Kelly Moore | Board Member | — | ||
| Andrew Kueppers | Board Member | — | ||
| Kaitlyn Worner-Kueppers | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Stephen Rentfrow | Executive Director | 27.0% of Rev | ||
| Joseph Harstad | Artistic Director | 19.9% of Rev | ||
| Pamela Mayne | Board Member | 17.3% of Rev | ||
| Kaitlyn Worner-Kueppers | Board Member | — | ||
| Kat Dalager | Board Member | — | ||
| William Sommers | Board Member | — | ||
| Jonathan Fogel | Board Member | — | ||
| Kelly Moore | Board Member | — | ||
| Andrew Kueppers | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Stephen Rentfrow | Executive Director | 26.8% of Rev | ||
| Stephen Rentfrow | Executive Director | 26.5% of Rev | ||
| Joseph Harstad | Artistic Director | 17.8% of Rev | ||
| Pamela Mayne | Board Member | 15.8% of Rev | ||
| Joseph Harstad | Board Member | 12.5% of Rev | ||
| Pamela Mayne | Artistic Director | 4.5% of Rev | ||
| Kat Dalager | Board Member | — | ||
| William Sommers | Board Member | — | ||
| Kat Dalager | Board Member | — | ||
| William Sommers | Board Member | — | ||
| Kim Bleivernicht | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Stephen Rentfrow | Executive Director | 26.5% of Rev | ||
| Pamela Mayne | Artistic Director | 17.1% of Rev | ||
| Joseph Harstad | Board Member | 13.8% of Rev | ||
| Kat Dalager | Board Member | — | ||
| William Sommers | Board Member | — | ||
| Kim Bleivernicht | Board Member | — |
Score breakdown
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 63.7% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 63.7% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.