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
35
Score
Governance
58
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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 1.4% | 35 | Financially Distressed | Recovery | |
| 2022 | — | — | 1.5% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 13.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 2.5% | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 1.3% | 35 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 1.5% | 35 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 1.5% | 35 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 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 | |
|---|---|---|---|---|
| MARK NERENHAUSEN | Executive Director | 0.8% of Rev | ||
| JIM LANGEMO CHIEF | ADMINISTRATIVE OFFICER | 0.4% of Rev | ||
| LISA KROHN | Board Member | 0.3% of Rev | ||
| JAY NOVAK | Board President | — | ||
| TRAVIS BARKVE | Board President | — | ||
| ANDREA MOKROS | Board President | — | ||
| DAN TENENBAUM | Secretary | — | ||
| RYAN JOHNSON | Treasurer | — | ||
| MARIE BECKER | Board Member | — | ||
| MOLLY BIWER | Board Member | — | ||
| BARBARA BRIN | Board Member | — | ||
| ORLANDO BRYANT | Board Member | — | ||
| JUSTIN BUOEN | Board Member | — | ||
| AL COLEMAN | Board Member | — | ||
| MICHELE ENGDAHL | Board Member | — | ||
| GLORIA FREEMAN | Board Member | — | ||
| KATHLEEN GULLICKSON | Board Member | — | ||
| ANDREA HART KAJER | Board Member | — | ||
| JAYNE HAUGEN | Board Member | — | ||
| HERSCHEL HERNDON | Board Member | — | ||
| CHRISTINE KWIAT | Board Member | — | ||
| DORRAINE LARISON | Board Member | — | ||
| BILL MOFFLY | Board Member | — | ||
| SUE ROSS | Board Member | — | ||
| MELVIN TENNANT | Board Member | — | ||
| JENNIE WEBER | Board Member | — | ||
| BRET WEISS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK NERENHAUSEN | Executive Director | 0.6% of Rev | ||
| JIM LANGEMO CHIEF | ADMINISTRATIVE OFFICER | 0.3% of Rev | ||
| LISA KROHN | Board Member | 0.2% of Rev | ||
| TRAVIS BARKVE | Board President | — | ||
| JAY NOVAK | Board President | — | ||
| ANDREA MOKROS | Board President | — | ||
| DAN TENENBAUM | Secretary | — | ||
| RYAN JOHNSON | Treasurer | — | ||
| KATHLEEN GULLICKSON | Board President | — | ||
| MARK MARJALA | Board President | — | ||
| MICHELE ENGDAHL | Board President | — | ||
| MARIE BECKER | Board Member | — | ||
| BARBARA BRIN | Board Member | — | ||
| ORLANDO BRYANT | Board Member | — | ||
| AL COLEMAN | Board Member | — | ||
| GLORIA FREEMAN | Board Member | — | ||
| ANDREA HART KAJER | Board Member | — | ||
| JAYNE HAUGEN | Board Member | — | ||
| SYL JONES | Board Member | — | ||
| CHRISTINE KWIAT | Board Member | — | ||
| DORRAINE LARISON | Board Member | — | ||
| BILL MOFFLY | Board Member | — | ||
| SUE ROSS | Board Member | — | ||
| MELVIN TENNANT | Board Member | — | ||
| JENNIE WEBER | Board Member | — | ||
| BRET WEISS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK NERENHAUSEN | Executive Director | 0.7% of Rev | ||
| JIM LANGEMO | CHIEF ADMINISTRATIVE OFFICER | 0.3% of Rev | ||
| ANDREA COURNOYER | Board Member | 0.2% of Rev | ||
| LISA KROHN | Board Member | 0.2% of Rev | ||
| JAY NOVAK | Board President | — | ||
| TRAVIS BARKVE | Treasurer | — | ||
| SYL JONES | Secretary | — | ||
| JUDY BLASEG | Board President | — | ||
| MARK MARJALA | Board President | — | ||
| MARIE BECKER | Board Member | — | ||
| BARBARA BRIN | Board Member | — | ||
| ORLANDO BRYANT | Board Member | — | ||
| ANDREA CHRISTENSON | Board Member | — | ||
| AL COLEMAN | Board Member | — | ||
| MICHELE ENGDAHL | Board Member | — | ||
| GLORIE FREEMAN | Board Member | — | ||
| KATHLEEN GULLICKSON | Board Member | — | ||
| JAYNE HAUGEN | Board Member | — | ||
| JEANNIE JOAS | Board Member | — | ||
| RYAN JOHNSON | Board Member | — | ||
| ANDREA HART KAJER | Board Member | — | ||
| BARBARA KLAAS | Board Member | — | ||
| CHRISTINE KWIAT | Board Member | — | ||
| DORRAINE LARISON | Board Member | — | ||
| BILL MOFFLY | Board Member | — | ||
| ANDREA MOKROS | Board Member | — | ||
| SUE ROSS | Board Member | — | ||
| ANN SIMONDS | Board Member | — | ||
| DANIEL TENENBAUM | Board Member | — | ||
| MELVIN TENNANT | Board Member | — | ||
| JENNIE WEBER | Board Member | — | ||
| BRET WEISS | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
35 / 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.
Overall score has gone from 35 → 35 over 5 years (stable by 0 points).
What's driving this score
- Comp-to-revenue ratio of 1.4% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.