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 | Hidden | Hidden | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 5.8% | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 15.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 6.5% | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 4.5% | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 4.3% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 5.9% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN RAMACH | Executive Director | 4.4% of Rev | ||
| TERRYL BRUMM | Board Member | — | ||
| MARY CHOATE | Board Member | — | ||
| JANE CHRONISTER | Board Member | — | ||
| NATHAN COUTLER | Board Member | — | ||
| JOHN GIBBS | Board Member | — | ||
| LISA GUZEK MONTAGNE | Board Member | — | ||
| JERRY KEMP | Treasurer | — | ||
| LINDSAY KORSTANGE | Board Member | — | ||
| ANNETTE LEE | Secretary | — | ||
| PATRICK MILAN | Board President | — | ||
| KAREN NORDSTROM | Board Member | — | ||
| KATE PEHRSON | Board Member | — | ||
| SHELLEY PETERSON | Board Member | — | ||
| MARY PRENTNIEKS | Board President | — | ||
| ARTHUR TURNER | Board Member | — | ||
| JAMIE VERBRUGGE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN RAMACH | Board Member | 4.4% of Rev | ||
| PAUL ZECH | Board President | — | ||
| MARY PRENTNIEKS | Board President | — | ||
| JERRY KEMP | Treasurer | — | ||
| LINDSAY KORSTANGE | Secretary | — | ||
| JACK BALOGA | EX-OFFICIO | — | ||
| JAMIE VERBRUGGE | EX-OFFICIO | — | ||
| MARY CHOATE | Board Member | — | ||
| JANE CHRONSITER | Board Member | — | ||
| JOHN GIBBS | Board Member | — | ||
| LISA GUZEK MONTAGNE | Board Member | — | ||
| AMY LUEDERS | Board Member | — | ||
| PATRICK MILAN | Board Member | — | ||
| KAREN NORDSTROM | Board Member | — | ||
| KATE PEHRSON | Board Member | — | ||
| LAURA DAVIDA PREVES | Board Member | — | ||
| BRIAN PRENTICE | Board Member | — | ||
| KAREN SNEDEKER | Board Member | — | ||
| GREG WOLSKY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREA SPECHT | Board Member | 2.4% of Rev | ||
| KEVIN RAMACH | Board Member | 2.1% of Rev | ||
| PAUL ZECH | Board President | — | ||
| LAURA DAVIDA PREVES | Board President | — | ||
| AMY LUEDERS | Treasurer | — | ||
| LINDSAY KORSTANGE | Secretary | — | ||
| MARY CHOATE | Board Member | — | ||
| JANE CHRONISTER | Board Member | — | ||
| JOHN GIBBS | Board Member | — | ||
| JERRY KEMP | Board Member | — | ||
| LISA GUZEK MONTAGNE | Board Member | — | ||
| PATRICK MILAN | Board Member | — | ||
| KAREN NORDSTROM | Board Member | — | ||
| KATE PEHRSON | Board Member | — | ||
| BRIAN PRENTICE | Board Member | — | ||
| MARY PRENTNIEKS | Board Member | — | ||
| KAREN SNEDEKER | Board Member | — | ||
| GREG WOLSKY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 47 other orgs in MN with NTEE prefix A2.
Most-divergent component: financial score sits 36 points below the peer median (0 vs. 36).
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 → 31 over 5 years (declining by 4 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.