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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 8.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 9.6% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 10.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 11.3% | 42 | Financially Distressed | Stable Watch | |
| 2019 | — | — | — | 42 | Fragile | Stable Watch | |
| 2018 | — | — | — | 42 | Fragile | Stable Watch | |
| 2017 | — | — | — | 42 | Fragile | Recovery | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 10.0% | 30 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 8.3% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNA LEHNER | Executive Director | 5.6% of Rev | ||
| JULIE STRAND-BLOMGREN | Executive Director | 1.3% of Rev | ||
| CARRIE THORNTON | Board Member | — | ||
| GORDON HAGE | Board Member | — | ||
| JOYCE SIMON | Treasurer | — | ||
| KELLY MCGIVERN | Board Member | — | ||
| LANE CLAY | Board Member | — | ||
| LAURA KITZBERGER | Board Member | — | ||
| SANDRA BRICK | Board President | — | ||
| SHANAYA BRANCH DUNGEY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNA LEHNER | Executive Director | 8.2% of Rev | ||
| ROBERT TOM | Board Member | — | ||
| CARRIE THORNTON | Board Member | — | ||
| GORDON HAGE | Board Member | — | ||
| TY PRATUMWON | Board Member | — | ||
| MEL ZELLER | Treasurer | — | ||
| PATRICIA PUNYKOVA | Secretary | — | ||
| RANDILYNN CHRISTENSEN | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLY NEZWORSKI | Executive Director | 7.1% of Rev | ||
| ANNA LEHNER | Executive Director | 3.0% of Rev | ||
| ROBERT TOM | Board Member | — | ||
| CARRIE THRONTON | Board Member | — | ||
| GORDON HAGE | Board Member | — | ||
| TY PRATUMWON | Board Member | — | ||
| JOHN NEERLAND | Board Member | — | ||
| MEL ZELLER | Treasurer | — | ||
| PATRICIA PUNYKOVA | Secretary | — | ||
| PATRICK REGAN | Board Member | — | ||
| RANDILYNN CHRISTENSEN | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLY NEZWORSKI | Executive Director | 8.6% of Rev | ||
| RANDILYNN CHRISTENSEN | Board President | — | ||
| DAVID WULFMAN | Board Member | — | ||
| MEL ZELLER | Treasurer | — | ||
| PATRICIA PUNYKOVA | Secretary | — | ||
| CARRIE THRONTON | Board Member | — | ||
| GORDON HAGE | Board Member | — | ||
| JOHN NEERLAND | Board Member | — | ||
| JEANETTE CLELAND | Board Member | — | ||
| PATRICK REGAN | 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: financial score sits 36 points below the peer median (0 vs. 36).
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 8.6% 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.