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 | 15.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2023 | Hidden | Hidden | 14.6% | 35 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 30 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 35 | Fragile | Stable Watch | |
| 2017 | — | — | — | 35 | Fragile | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 0.3% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Fragile | Stable Watch | |
| 2012 | — | — | 0.9% | 38 | Fragile | Recovery | |
| 2011 | — | — | 15.0% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| COREY HENKE | EXECUTIVE DI | 15.5% of Rev | ||
| ANNA BARTOO | Board President | — | ||
| JULIA LEHMAN | VICE PRESIDE | — | ||
| MATT KUSEK | Treasurer | — | ||
| AARON MESECK | Secretary | — | ||
| STEPHANIE KILEN | PAST PRESIDE | — | ||
| BRYAN ANDERSON | Board Member | — | ||
| AMY CROCKETT | Board Member | — | ||
| ETHAN ERICKSON | Board Member | — | ||
| RAFAEL JIMENEZ | Board Member | — | ||
| JAMIE RISSER | Board Member | — | ||
| BECKY SEAVEY | Board Member | — | ||
| SKY SMITH | Board Member | — | ||
| NICOLE VARELA | Board Member | — | ||
| STEFAN VILCINS | Board Member | — | ||
| NATASHA WHITE | PART YEAR DI | — | ||
| NATHAN WIEDENMAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE DINA | Board President | — | ||
| SANDRA CABRAL | VICE PRESIDE | — | ||
| MIKE GRINNELL | Treasurer | — | ||
| DEB ERICKSON | Secretary | — | ||
| STEPHANIE KILEN | PAST PRESIDE | — | ||
| AMY CROCKETT | Board Member | — | ||
| ANASTASIA HOPKINS FOLPE | Board Member | — | ||
| RAPHAEL JIMENEZ | Board Member | — | ||
| MARK PASCH | Board Member | — | ||
| JAMIE RISSER | Board Member | — | ||
| HEATHER SKLENICKA | Board Member | — | ||
| ALEXANDRA WOLANSKYJ-SPINNER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE DINA | Board President | — | ||
| SANDRA CABRAL | VICE PRESIDE | — | ||
| MIKE GRINNELL | Treasurer | — | ||
| DEB ERICKSON | Secretary | — | ||
| STEPHANIE KILEN | PAST PRESIDE | — | ||
| AMY CROCKETT | Board Member | — | ||
| ANASTASIA HOPKINS FOLPE | Board Member | — | ||
| RAPHAEL JIMENEZ | Board Member | — | ||
| JAMIE RISSER | Board Member | — | ||
| MARK PASCH | Board Member | — | ||
| HEATHER SKLENICKA | Board Member | — | ||
| ALEXANDRA WOLANSKYJ-SPINNER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAM SINICROPE | Board Member | — | ||
| MIKE SMITH | Secretary | — | ||
| ANNE THIEMANN | Board Member | — | ||
| ALEXANDRA WOLANSKYJ-SPINNER | Board Member | — | ||
| MICHELLE DINA | VICE PRESIDE | — | ||
| MIKE GRINNELL | Board Member | — | ||
| STEPHANIE KILEN | Board President | — | ||
| MARK PASCH | Board Member | — | ||
| ERIC SANDERS | Treasurer | — |
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 15.5% 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:
- 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.