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 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 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 | Decline Risk | |
| 2012 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2011 | — | — | 8.9% | 34 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | 8.8% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIE FORDERER | Board Member | — | ||
| MONI HARPER | Board President | — | ||
| EMILY HEINIS | Board Member | — | ||
| DEVON LAWRENCE | Board Member | — | ||
| TRICIA LEWIS | Board Member | — | ||
| MICHAEL LOOFT | Secretary | — | ||
| RANDY MEDIGER | PAST PRESIDE | — | ||
| KJERSTIN MOODY | Board Member | — | ||
| KERRY NAGEL-ALLEN | Board Member | — | ||
| GABRIELA ROEMHILDT | Board Member | — | ||
| SANDY SUNDE | Board Member | — | ||
| DAVE WAHL | Board Member | — | ||
| MARK WAMMA | Board President | — | ||
| KOREY WOODLEY | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TOM DAVID BARNA | Secretary | — | ||
| CAROLYN BORGEN | Board Member | — | ||
| JULIE FORDERER | Board Member | — | ||
| KRISTIE GAALSWYK-POMERENKE | Board Member | — | ||
| MONI HARPER | Board Member | — | ||
| DEVON LAWRENCE | Board Member | — | ||
| MICHAEL LOOFT | Board Member | — | ||
| APRIL MALPHURS | PAST PRESIDE | — | ||
| RANDY MEDIGER | Board President | — | ||
| SANDY SUNDE | Board Member | — | ||
| DAVE WAHL | Board Member | — | ||
| MARK WAMMA | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE DAVIS | Board President | — | ||
| KRISTIE GAALSWYK-POMERENKE | Board Member | — | ||
| DIANA JOSEPH | Board Member | — | ||
| TERESA KONECHNE | Board Member | — | ||
| KAREN KRAUSE | Board Member | — | ||
| APRIL MALPHURS | Board Member | — | ||
| LIZ MILLER | Board Member | — | ||
| LARRY PINT | Board Member | — | ||
| RITA RASSBACH | Secretary | — | ||
| DANA SIKKILA | Board Member | — | ||
| CAROL SOMA | VICE PRESIDE | — | ||
| BETH STEFFL | Board Member | — | ||
| GINNY WALTERS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 30 other orgs in MN with NTEE prefix A9.
Most-divergent component: financial score sits 52 points below the peer median (15 vs. 67).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.