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 | Hidden | Hidden | 13.3% | 24 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICK CALDER-CARRIERE | EXECUTIVE DI | 7.8% of Rev | ||
| ANNA LARSON | Board President | — | ||
| TERRY BOAL LEINBACH | Board President | — | ||
| NANCY SCHMIDT | Treasurer | — | ||
| SHAWNA WENDLER | Secretary | — | ||
| BONNIE FRIBORG | Board Member | — | ||
| GEORGIA CONNELLY | Board Member | — | ||
| LAURIE TURNER | Board Member | — | ||
| CHELSEA OTTMAN - RAK | Board Member | — | ||
| LINDA BROWN | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA SEETER | FORMER EXEC | 13.3% of Rev | ||
| ANNA LARSON | Board President | — | ||
| TERRY BOAL LEINBACH | Board President | — | ||
| NANCY SCHMIDT | Treasurer | — | ||
| SHAWNA WENDLER | Secretary | — | ||
| LESLIE NICHOLSON | Board Member | — | ||
| BONNIE FRIBORG | Board Member | — | ||
| GEORGIA CONNELLY | Board Member | — | ||
| LAURIE TURNER | Board Member | — | ||
| CHELSEA OTTOMAN - RAK | Board Member | — | ||
| LINDA BROWN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHANNON LUCAS WESTRUM | Treasurer | — | ||
| MIKE SCHLEMPER | Board Member | — | ||
| BECKY COLEBANK | Board President | — | ||
| PAM JANSSEN | Board Member | — | ||
| CT MARHULA | Board Member | — | ||
| LAURA GRISMORE | Chairman | — | ||
| DEB CARLSON | Secretary | — | ||
| SHANNON LUCAS WESTRUM | Treasurer | — | ||
| GAYLE GISH | Board Member | — | ||
| MIKE SCHLEMPER | Board Member | — | ||
| BECKY COLEBANK | Secretary | — | ||
| PAM JANSSEN | Board Member | — | ||
| CT MARHULA | Board President | — | ||
| KATIE LARSON | Board Member | — | ||
| BEN SODERBERG | Board Member | — | ||
| GAYLE GISH | Chairwoman | — |
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.
What's driving this score
- Comp-to-revenue ratio of 13.3% 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.