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 | — | — | 12.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 2.7% | 38 | Financially Distressed | Stable Watch | |
| 2020 | — | — | 2.1% | 38 | Financially Distressed | Recovery | |
| 2019 | — | — | 12.8% | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | 13.3% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 16.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 27.8% | 28 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 40.6% | 23 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 38.0% | 26 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 34.4% | 28 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 37.7% | 40 | Fragile | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES NEWMAN | EXECUTIVE DI | 12.1% of Rev | ||
| JAMES NEWMAN | EXECUTIVE DI | 12.1% of Rev | ||
| ANITA BAUGH | VICE PRESIDE | — | ||
| JAY CARLSON | BOARD PRESID | — | ||
| KARI GREEN | Secretary | — | ||
| KEVIN LAMB | Board Member | — | ||
| MAUREEN MCCARTER | Board Member | — | ||
| JON SCHULTE | Board Member | — | ||
| MATT WESTLUND | BOARD DIRECT | — | ||
| PAUL WIRTH | Board Member | — | ||
| ANITA BAUGH | VICE PRESIDE | — | ||
| JAY CARLSON | BOARD PRESID | — | ||
| KARI GREEN | Secretary | — | ||
| KEVIN LAMB | Board Member | — | ||
| MAUREEN MCCARTER | Board Member | — | ||
| JON SCHULTE | Board Member | — | ||
| MATT WESTLUND | BOARD DIRECT | — | ||
| PAUL WIRTH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANITA BAUGH | BOARD PRESID | — | ||
| JAY CARLSON | Board Member | — | ||
| KARI GREEN | Board Member | — | ||
| KEVIN LAMB | Board Member | — | ||
| MATT WESTLUND | BOARD DIRCTO | — | ||
| PAUL WIRTH | VICE PRESIDE | — | ||
| JAMES NEWMAN | EXECUTIVE DI | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH BELL | Secretary | 2.4% of Rev | ||
| PAUL WIRTH | VICE PRESIDE | 0.1% of Rev | ||
| ANITA BAUGH | BOARD PRESID | — | ||
| MATT WESTLUND | BOARD DIRCTO | — |
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 38 points below the peer median (0 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 12.1% 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.