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 | 9.1% | 40 | Fragile | Stable Watch | |
| 2022 | — | — | 9.4% | 40 | Fragile | Recovery | |
| 2021 | — | — | 12.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 9.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 8.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 8.6% | 38 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 7.8% | 38 | Financially Distressed | Recovery | |
| 2015 | — | — | 9.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 9.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 7.4% | 40 | Financially Distressed | Recovery | |
| 2012 | — | — | 8.4% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELYSA VOSHELL | EXECUTIVE DI | 10.1% of Rev | ||
| ELYSA VOSHELL | EXECUTIVE DI | 9.1% of Rev | ||
| CORY ZANIN | Board President | — | ||
| KC FOLEY | IMMEDIATE PA | — | ||
| DEB WEISS | Treasurer | — | ||
| SHERRI GEBERT FULLER | Secretary | — | ||
| HEIDI BING | Board Member | — | ||
| RONNIE BROOKS | Board Member | — | ||
| JENNIFER HENNINGSEN | Board Member | — | ||
| LYNDEL KING PHD | Board Member | — | ||
| MARY PAT LADNER | Board Member | — | ||
| PETER LANCASTER | Board Member | — | ||
| DIANE MERRIFIELD | Board Member | — | ||
| VIRGINIA MEYER | Board Member | — | ||
| ABRAHAM RYBECK | Board Member | — | ||
| WILBER SCHILLING | Board Member | — | ||
| CATHERINE SQUIRES | Board Member | — | ||
| HEMA VISWANATHAN | Board Member | — | ||
| JENNIFER HENNINGSEN | Board President | — | ||
| CORY ZANIN | IMMEDIATE PA | — | ||
| DEBORAH WEISS | Treasurer | — | ||
| SHERRI GEBERT FULLER | Secretary | — | ||
| HEIDI BING | Board Member | — | ||
| RONNIE BROOKS | Board Member | — | ||
| KC FOLEY | Board Member | — | ||
| LYNDEL KING | Board Member | — | ||
| MARY PAT LADNER | Board Member | — | ||
| PETER LANCASTER | Board Member | — | ||
| DIANE MERRIFIELD | Board Member | — | ||
| VIRGINIA MEYER | Board Member | — | ||
| ABRAHAM RYBECK | Board Member | — | ||
| CATHERINE SQUIRES | Board Member | — | ||
| HEMA VISWANATHAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELYSA VOSHELL | EXECUTIVE DI | 7.2% of Rev | ||
| KC FOLEY | Board President | — | ||
| MARY PAT LADNER | Board President | — | ||
| JIM KNAPP | Secretary | — | ||
| RONNIE BROOKS | Board Member | — | ||
| RAPHAEL COBURN | Board Member | — | ||
| BRANDI ERNST | Board Member | — | ||
| HEATHER FLETCHER | Board Member | — | ||
| SHERRI GEBERT FULLER | Board Member | — | ||
| LYNDEL KING | Board Member | — | ||
| SHAWN MCCANN | Board Member | — | ||
| DIANE MERRIFIELD | Board Member | — | ||
| JANE MESSENGER | Board Member | — | ||
| WILBER SCHILLING | Board Member | — | ||
| ELIZABETH SCHOTT | Board Member | — | ||
| ZAYLORE STOUT | Board Member | — | ||
| HEMA VISWANATHAN | Board Member | — | ||
| CORY ZANIN | Board Member | — | ||
| LAURIE ZENNER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 12 other orgs in MN with NTEE prefix A7.
Most-divergent component: financial score sits 65 points below the peer median (15 vs. 80).
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 9.1% 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.