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
50
Score
Financial
5
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 10.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 10.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 6.3% | 36 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 8.0% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 11.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 10.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 10.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 10.5% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 10.2% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 10.6% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 10.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 9.9% | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 10.4% | 32 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | 11.0% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JERRI NEDDERMEYER | Executive Dir. | 9.5% of Rev | ||
| ADRIAN DAVIS | Board President | — | ||
| ANTHONY BOLDT | Board President | — | ||
| KAREN HOWARD | Board President | — | ||
| ANDY DELUCA | Vice President | — | ||
| JOHN KLEINWOLTERINK | Vice President | — | ||
| CRAIG PETERSON | Vice President | — | ||
| CHRISTOPHER ROCHESTER | Vice President | — | ||
| AMY GIDDINGS | Vice President | — | ||
| NICOLE LAMBRECHT | Vice President | — | ||
| AARON LOHMEYER | Vice President | — | ||
| DANIEL FELTON | Vice President | — | ||
| RUTH LEMAY | Vice President | — | ||
| CHRISTOPH DUNDAS | REG 1-2A/AA REP | — | ||
| ERIC SONGER | REG 1-2A/AA REP | — | ||
| RACHEL GORDEN MERCER | REG 1-2A/AA REP | — | ||
| BEN BUSSEY | REG 3-4A REP | — | ||
| ALEX FERDERER | REG 3-4 AA REP | — | ||
| CHRIS JACOBSON | REG 5-6A REP | — | ||
| DAVID DAVIS | REG 5-6AA REP | — | ||
| GUNNAR AAS | REG 7-8A/AA REP | — | ||
| ABIGAIL VAN KLOMPENBERG | REG 7-8A/AA REP | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JERRI NEDDERMEYER | Executive Dir. | 8.5% of Rev | ||
| TONYA BARNES | Board President | — | ||
| BRADLEY MARISKA | Board President | — | ||
| ADRIAN DAVIS | Board President | — | ||
| TERI AKERVIK | REGION REP | — | ||
| KYLIE ANDERSON | REGION REP | — | ||
| ANTHONY BOLDT | Vice President | — | ||
| REBEKAH CRISSINGER | REGION REP | — | ||
| CHRISTOPH DUNDAS | REGION REP | — | ||
| CHRIS JACOBSON | REGION REP | — | ||
| BEN BUSSEY | REGION REP | — | ||
| BRAD LAMBRECHT | Vice President | — | ||
| KATHY LARSON | Vice President | — | ||
| CHRISTOPHER ROCHESTER | Vice President | — | ||
| NATLIA ROMERO ARBELAEZ | REGION REP | — | ||
| MARIA WILSON | REGION REP | — | ||
| STEFAN WOLF | Vice President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY SCHAEFLE | Executive Dir. | 4.1% of Rev | ||
| TONYA BARNES | Vice President | — | ||
| PAM DIEM | REGION REP | — | ||
| ERIN GAFFANEY | Vice President | — | ||
| PETER GUENTHER | REGION REP | — | ||
| JENNIFER GYLLAND | REGION REP | — | ||
| SARAH HOLTEN | REGION REP | — | ||
| JEFF IVERSON | REGION REP | — | ||
| WILLY LEAFBLAD | REGION REP | — | ||
| DAVID LUMLEY | REGION REP | — | ||
| BRADLEY MARISKA | Vice President | — | ||
| NICOLE MATTFELD | REGION REP | — | ||
| BRIANNA MCDONOUGH | Vice President | — | ||
| SABRINA OLSON | REGION REP | — | ||
| SCOTT RABEHL | REGION REP | — | ||
| NATALIA ROMERO ARBELAEZ | REGION REP | — | ||
| LAURA SANDHAM | REGION REP | — | ||
| AMANDA SHULTZ | REGION REP | — | ||
| MARIA WILSON | REGION REP | — | ||
| DAN HAMPTON | Board President | — | ||
| BARRY ZUMWALDE | Board President | — | ||
| SAM BERGSTROM | Board President | — | ||
| TERI AKERVIK | REGION REP | — | ||
| KYLIE ANDERSON | REGION REP | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
50 / 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
Fewer than 3 peers found in MN for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 10.6% 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.