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 | — | |
| 2023 | — | — | 7.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 0.6% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 13.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 0.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 1.7% | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 1.9% | 32 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 30 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 20.6% | 24 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 17.6% | 22 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 14.0% | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 11.5% | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEGAN BAKKEN | Executive Director | 8.5% of Rev | ||
| MARLYN LUITJENS | Board Member | 0.4% of Rev | ||
| KATRINA GORDON | Board Member | 0.3% of Rev | ||
| ERIN SHARP | Board President | 0.0% of Rev | ||
| CINDY KREKELBERG | Board Member | — | ||
| HAROLD GORDON | Board Member | — | ||
| MIKE RICHARDS | Board President | — | ||
| ANDREW STEINHOUSE | Treasurer | — | ||
| RANDY RUUD | Board Member | — | ||
| MATT STEINHOUSE | Board Member | — | ||
| ELIZABETH LOVE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CASEY RING | EXECUTIVE DI | 8.3% of Rev | ||
| KATRINA GORDON | Board Member | 0.4% of Rev | ||
| HAROLD GORDON | Board President | 0.1% of Rev | ||
| MEGAN BAKKEN | EXECUTIVE DI | — | ||
| TOMMY BAKKEN | Board Member | — | ||
| CINDY KREKELBERG | Board Member | — | ||
| SEAN MUELLER | Board Member | — | ||
| MIKE RICHARDS | VICE PRESIDE | — | ||
| RANDY RUUD | Board Member | — | ||
| ERIN SHARP | Board Member | — | ||
| ROB SIMMERMON | Board Member | — | ||
| ANDREW STEINHOUSE | Treasurer | — | ||
| SARA TEBBEN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATRINA GORDON | Board Member | 0.3% of Rev | ||
| MARILYN DEN OTTER | Secretary | 0.1% of Rev | ||
| HAROLD GORDON | Board President | — | ||
| JAMIE HETTWER | Treasurer | — | ||
| CINDY KREKELBERG | Board Member | — | ||
| JENNY VAVRA | VICE PRESIDE | — | ||
| JANE WALSH | Board Member | — | ||
| TERRY ZERFAS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATRINA GORDON | Board Member | 1.0% of Rev | ||
| MARILYN DEN OTTER | SECETARY | 0.4% of Rev | ||
| HAROLD GORDON | Board President | 0.0% of Rev | ||
| JAMIE HETTWER | Treasurer | — | ||
| CINDY KREKELBERG | Board Member | — | ||
| JENNY VAVRA | VICE PRESIDE | — | ||
| JANE WALSH | Board Member | — | ||
| TERRY ZERFAS | 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 SD 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 7.1% 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:
- 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.