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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 4.5% | 39 | Financially Distressed | Stable Watch | |
| 2022 | — | — | 3.7% | 39 | Financially Distressed | Recovery | |
| 2021 | — | — | 8.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 5.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 3.4% | 35 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 4.6% | 35 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 4.5% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 4.0% | 35 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 4.2% | 35 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 3.8% | 35 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 14.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 10.8% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CORY JOHNSON | Executive Director | 4.4% of Rev | ||
| TOM HOCH | Board President | — | ||
| ANDREW HOULTON | Board Member | — | ||
| ELIZABETH A SIMONSON | Secretary | — | ||
| ERIN GERRITS | Board Member | — | ||
| ANNA KARENA | Board Member | — | ||
| JEFFREY HANKINSON | Board Member | — | ||
| WALTER TAMBOR | Board Member | — | ||
| BRIAN THOMAS MAY | Board Member | — | ||
| CLARE SCOTT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LISE HOULTON | Board President | 4.9% of Rev | ||
| KEITH HALLELAND | Board Member | — | ||
| PIERCE MCNALLY | Board Member | — | ||
| ANDREW HOULTON | Treasurer | — | ||
| ELIZABETH A SIMONSON | Secretary | — | ||
| ERIN GERRITS | Board Member | — | ||
| RUSSELL PRUITT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LISE HOULTON | Board President | 3.3% of Rev | ||
| KEITH HALLELAND | Board Member | — | ||
| PIERCE MCNALLY | Board Member | — | ||
| ANDREW HOULTON | Treasurer | — | ||
| ELIZABETH A SIMONSON | Secretary | — | ||
| ERIN GERRITS | Board Member | — | ||
| RUSSELL PRUITT | 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: program score sits 29 points above the peer median (60 vs. 31).
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.
Overall score has gone from 35 → 39 over 5 years (improving by 4 points).
What's driving this score
- Comp-to-revenue ratio of 4.5% 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.