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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 15.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 11.8% | 46 | Fragile | Recovery | |
| 2021 | — | — | 17.8% | 41 | Fragile | Recovery | |
| 2020 | — | — | 12.0% | 37 | Fragile | Recovery | |
| 2019 | — | — | 12.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 13.1% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 15.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 45 | Fragile | Recovery | |
| 2014 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 45 | Fragile | Stable Watch | |
| 2012 | — | — | 15.0% | 45 | Fragile | Recovery | |
| 2011 | — | — | 10.4% | 44 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL BURGRAFF - OUTGOING ED | Executive Dir. | 16.0% of Rev | ||
| DEE BUJALSKI | Board Member | — | ||
| HEATHER HUBERT | Board Member | — | ||
| BRETT DELAGE | Board Member | — | ||
| JEAN BOWMAN | Board Member | — | ||
| JENNIFER HEGLUND | Board Member | — | ||
| MARY PETTIT | Board Member | — | ||
| KENDRA OLSON | Board Member | — | ||
| MATT SOLIN | Board Member | — | ||
| MICHAEL RANSCHT - INCOMING ED | Executive Dir. | — | ||
| ALISON OLSON | Board President | — | ||
| MIKE TRUDEAU | Treasurer | — | ||
| EDMUND BUJALSKI | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL BURGRAFF | Executive Dir. | 15.6% of Rev | ||
| ALISON OLSON | Board President | — | ||
| MIKE TRUDEAU | Treasurer | — | ||
| EDMOND BUJALSKI | Secretary | — | ||
| DEE BUJALSKI | Board Member | — | ||
| HEATHER HUBERT | Board Member | — | ||
| JACKIE FORMO | Board Member | — | ||
| JEAN BOWMAN | Board Member | — | ||
| JENNIFER HEGLUND | Board Member | — | ||
| STEVE VIGESSA | Board Member | — | ||
| KENDRA OLSON | Board Member | — | ||
| MATT SOLIN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL BURGRAFF | EXECUTIVE DI | 13.5% of Rev | ||
| KAELE PETERSON | Board President | — | ||
| ROB ROGHOLT | Treasurer | — | ||
| DESTA HUNT | Secretary | — | ||
| JULIE GUTZEMER | Board Member | — | ||
| MIKE VANVOORHIS | Board Member | — | ||
| KURT NYGAARD | Board Member | — | ||
| JEAN BOWMAN | Board Member | — | ||
| JOLENE OSANDER | Board Member | — | ||
| JEFF STANISLAWSKI | Board Member | — |
Score breakdown
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 33 points below the peer median (5 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 15.6% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.