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 | 2.0% | 41 | Financially Distressed | Recovery | |
| 2023 | Hidden | Hidden | 2.5% | 35 | Financially Distressed | Stable Watch | |
| 2022 | — | — | 2.1% | 35 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 2.5% | 37 | Financially Distressed | Recovery | |
| 2020 | — | — | 2.0% | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 2.1% | 35 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 2.6% | 35 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 1.2% | 37 | Financially Distressed | Recovery | |
| 2016 | — | — | 3.4% | 35 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 3.0% | 37 | Financially Distressed | Recovery | |
| 2014 | — | — | 3.2% | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 2.7% | 35 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 2.7% | 35 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 2.5% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHY MOUACHEUPAO | EXECUTIVE DIR. | 2.0% of Rev | ||
| ALEJANDRA PELINKA | Board Member | — | ||
| LAUREN WHITE | Board Member | — | ||
| RYAN-OLIVIA LUNDY | Board President | — | ||
| RONALD SALAZAR | Board Member | — | ||
| ROSS ANDERSON | Board President | — | ||
| KATHYRN MATTSON | Board Member | — | ||
| CHAVONN WILLIAMS SHEN | Board Member | — | ||
| GRETCHEN BURAU | Secretary | — | ||
| SOFIE NETTEBERG | Board Member | — | ||
| ALLISON WAGSTROM | Treasurer | — | ||
| JAMES CURRY | Board Member | — | ||
| SARA WATTS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHY MOUACHEUPAO | EXECUTIVE DIR. | 1.6% of Rev | ||
| KATHY MOUACHEUPAO | EXECUTIVE DIR. | 1.6% of Rev | ||
| CRISTETA BOARINI | Board Member | — | ||
| DEANNA STANDINGCLOUD | Board Member | — | ||
| DONNA SAUL MILLEN | Board Member | — | ||
| LYNNE BERTALMIO | Secretary | — | ||
| PATRICIA HEURING | Board President | — | ||
| SARA WILSON | Board Member | — | ||
| WENDY LANE | Board Member | — | ||
| WU CHEN KHOO | Board Member | — | ||
| ROBYN CLINE | Board Member | — | ||
| LAUREN WHITE | Board Member | — | ||
| LUE VANG | Treasurer | — | ||
| ALEJANDRA PELINKA | Board Member | — | ||
| TOMMY SAR | Board Member | — | ||
| CRAIG DUNN | Board Member | — | ||
| PAUL CREAGER | Board Member | — | ||
| ADAOBI OKOLUE | Board President | — | ||
| ALEJANDRA IANNONE | Board Member | — | ||
| ALEJANDRA PELINKA | Board Member | — | ||
| AMANDA CORTES | Board Member | — | ||
| ANDREA SJOGREN | Secretary | — | ||
| CRAIG DUNN | Board Member | — | ||
| CRISTETA BOARINI | Board Member | — | ||
| KATE WALKER | Board Member | — | ||
| CHRISTAL MOOSE | Board Member | — | ||
| LAUREN WHITE | Board Member | — | ||
| LUE VANG | Treasurer | — | ||
| PATRICIA HEURING | Board President | — | ||
| ROBYN CLINE | Board Member | — | ||
| SARA WILSON | Board Member | — | ||
| TOMMY SAR | Board Member | — | ||
| ADRIENNE VIOLA DOYLE | Board Member | — | ||
| RYAN-OLIVIA LUNDY | Board Member | — | ||
| ADAOBI OKOLUE | Board President | — | ||
| ALEJANDRA IANNONE | Board Member | — | ||
| ANDREA SJOGREN | Board Member | — | ||
| CHRISTAL MOOSE | 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: program score sits 23 points above the peer median (60 vs. 37).
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 2.0% 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.