Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
34
Score
Governance
55
Score
Financial
0
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 6.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 6.7% | 36 | Financially Distressed | Recovery | |
| 2021 | — | — | 16.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 10.4% | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 10.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 10.3% | 35 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 7.2% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 11.3% | 31 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 8.7% | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 9.3% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 6.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 7.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 6.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | 5.1% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LACEY SCHIRMERS | Executive Director | 6.1% of Rev | ||
| CHAD O'BRIEN | Board President | — | ||
| DAN BARTH | Board President | — | ||
| CHRIS KUDRNA | Treasurer | — | ||
| KIMBERLY FOSTER | Secretary | — | ||
| ERICA NGOUE | Board Member | — | ||
| LORI GLANZ-GAMBRINO | Board Member | — | ||
| JON NOYES | Board Member | — | ||
| MATT TROMBLEY | Board Member | — | ||
| MARIANNE ARNZEN | Board Member | — | ||
| BURKE TAGNEY | Board Member | — | ||
| BUDDY KING | Board Member | — | ||
| MICHAEL VADNIE | Board Member | — | ||
| JANET REAGAN | Board Member | — | ||
| DEBRA LEIGH | Board Member | — | ||
| MANDY RUBINK | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LACEY SCHIRMERS | Executive Director | 6.1% of Rev | ||
| CHAD O'BRIEN | Board President | — | ||
| DAN BARTH | Board President | — | ||
| CHRIS KUDRNA | Treasurer | — | ||
| KIMBERLY FOSTER | Secretary | — | ||
| ERIC NGOUE | Board Member | — | ||
| LORI GLANZ-GAMBRINO | Board Member | — | ||
| JON NOYES | Board Member | — | ||
| MATT TROMBLEY | Board Member | — | ||
| MARIANNE ARNZEN | Board Member | — | ||
| BURKE TAGNEY | Board Member | — | ||
| BUDDY KING | Board Member | — | ||
| CASSIE MILES | Board Member | — | ||
| JANET REAGAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DENNIS WHIPPLE | Executive Director | 7.4% of Rev | ||
| LACEY SCHIRMERS | Executive Director | 5.3% of Rev | ||
| CASSIE MILES | Board President | — | ||
| CHAD O'BRIEN | Board President | — | ||
| CHRIS KUDRNA | Treasurer | — | ||
| KIMBERLY FOSTER | Secretary | — | ||
| STEVE PALMER | Board Member | — | ||
| DAN BARTH | Board Member | — | ||
| MARIANNE ARNZEN | Board Member | — | ||
| JOANNE DORSHER | Board Member | — | ||
| LORI GLANZ-GAMBRINO | Board Member | — | ||
| BUDDY KING | Board Member | — | ||
| JANET REAGAN | Board Member | — | ||
| MONICA SEGURA-SCHWARTZ | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DENNIS WHIPPLE | Executive Director | 4.6% of Rev | ||
| LACEY SCHIRMERS | Board Member | 3.4% of Rev | ||
| CASSIE MILES | Board President | — | ||
| CHAD O'BRIEN | Board President | — | ||
| KIMBERLY FOSTER | Secretary | — | ||
| CHRIS KUDRNA | Treasurer | — | ||
| BUDDY KING | Board Member | — | ||
| JOANNE DORSHER | Board Member | — | ||
| LORI GLANZ-GAMBRINO | Board Member | — | ||
| STEVE PALMER | Board Member | — | ||
| MONICA SEGURA-SCHWARTZ | Board Member | — | ||
| MARIANNE ARNZEN | Board Member | — | ||
| DAN BARTH | Board Member | — | ||
| JANET REAGAN | Board Member | — | ||
| HANI OMAR JACOBSON | Board Member | — | ||
| JASMYN WILLIAMS | Board Member | — | ||
| JEROME AKUBUE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DENNIS WHIPPLE | Executive Director | 6.1% of Rev | ||
| LACEY SCHIRMERS | Board Member | 3.6% of Rev | ||
| CASSIE MILES | Board President | — | ||
| CHAD O'BRIEN | Board President | — | ||
| KIMBERLY FOSTER | Secretary | — | ||
| CHRIS KUDRNA | Treasurer | — | ||
| BARBARA CARLSON | Board Member | — | ||
| JOANNE DORSHER | Board Member | — | ||
| LORI GLANZ-GAMBRINO | Board Member | — | ||
| STEVE PALMER | Board Member | — | ||
| MONICA SEGURA-SCHWARTZ | Board Member | — | ||
| MARIANNE ARNZEN | Board Member | — | ||
| DAN BARTH | Board Member | — | ||
| JANET REAGAN | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
34 / 100
Priority Review
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 38 points below the peer median (0 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 6.1% 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.