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 | 15.6% | 26 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 14.8% | 30 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 16.5% | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 17.0% | 27 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 45 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH LAWRENCE | Artistic Director | 15.6% of Rev | ||
| ANDREA KUZEL | Board President | — | ||
| EMILY VIKRE | VICE PRESIDE | — | ||
| SUE HENKE | Secretary | — | ||
| PAULA MEYER | Board Member | — | ||
| ANNE DUGAN | Board Member | — | ||
| PATRICIA CASTELLANO | Board Member | — | ||
| KATE HORVATH | Board Member | — | ||
| LISA MUNSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH LAWRENCE | Artistic Director | 14.3% of Rev | ||
| SUE HENKE | Secretary | — | ||
| THOMAS BAAKEN | Board Member | — | ||
| PAULA MEYER | Board Member | — | ||
| ANNE DUGAN | Board Member | — | ||
| MARK HAKES | Board Member | — | ||
| PATRICIA CASTELLANO | Board Member | — | ||
| KATE HORVATH | Board Member | — | ||
| SARA COLE | Board Member | — | ||
| ANDREA KUZEL | Board President | — | ||
| EMILY VIKRE | VICE PRESIDE | — | ||
| CHARLOTTE TAYLOR | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH LAWRENCE | Artistic Director | 12.2% of Rev | ||
| SUSAN HENKE | Board President | — | ||
| ANDREA KUZEL | VICE PRESIDE | — | ||
| CHARLOTTE TAYLOR | Treasurer | — | ||
| EMILY VIKRE | Secretary | — | ||
| THOMAS BAAKEN | Board Member | — | ||
| PAULA MEYER | Board Member | — | ||
| MARK HAKES | Board Member | — | ||
| ANNE DUGAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLOTTE TAYLOR | Treasurer | — | ||
| EMILY VIKRE | Secretary | — | ||
| THOMAS BAKKEN | OFFICER | — | ||
| SUSAN HENKE | Board President | — | ||
| PAULA MEYER | OFFICER | — | ||
| THOMAS WIIG | OFFICER | — | ||
| ANDREA KUZEL | Board President | — | ||
| CHRISTINE AAS-LARSON | OFFICER | — |
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 33 points below the peer median (5 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 15.6% 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:
- 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.