Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
Structural Deficit
"A regional arts council that enhances quality of life in five Minnesota counties by promoting arts creation, appreciation, and education through diverse grant programs and technical assistance for artists, organizations, and communities."
— Statement of Program Service Accomplishments
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
Demonstrated Impact
- 14 general operating and capital support grants to 14 organizations
- 16 individual artists
- 2 Arts Based Community Development (ABCD) grants
- 13 Artisan grants to individuals
- 14 professional development grants to individuals
- 6 grants to 5 organizations for small grants
- 3 School Arts Project grants to 1 school
- 81 volunteers
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
32
Score
Governance
50
Score
Financial
0
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 14.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 11.3% | 38 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 12.4% | 38 | Financially Distressed | Recovery | |
| 2020 | — | — | 11.0% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 12.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 12.9% | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | 11.4% | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 12.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 11.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 10.4% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 11.1% | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 11.5% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIRANDA LAPE | EXECUTIVE DI | 2.8% of Rev | ||
| MARY MOEN | Board President | 0.2% of Rev | ||
| STEVE HOEMBERG | Board Member | 0.2% of Rev | ||
| KARLA ZIEGLER | Board Member | 0.2% of Rev | ||
| DON HOFFMANN | Board Member | 0.1% of Rev | ||
| HEIDI HAUGEN | VICE PRESIDE | 0.0% of Rev | ||
| DON GORHAM | Board Member | 0.0% of Rev | ||
| DANNIELA CHAVEZ-RODRIGUEZ | Board Member | 0.0% of Rev | ||
| RONALD BIEGNAEK | Board Member | 0.0% of Rev | ||
| SAGE DAVIS | Board Member | — | ||
| LARRY ALAN KIMBALL | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK J TURNER | EXEC DIRECTO | 14.0% of Rev | ||
| MARY DYE MOEN | Treasurer | 0.1% of Rev | ||
| WENDY DEGEEST | Board Member | 0.1% of Rev | ||
| PAUL NYE | Board President | 0.1% of Rev | ||
| KATIE RETKA | Board Member | 0.1% of Rev | ||
| AMANDA NYGARD | Board Member | 0.0% of Rev | ||
| SUSAN SMITH-GRIER | Board Member | 0.0% of Rev | ||
| STEVE HOEMBERG | Board Member | — | ||
| DON HOFFMAN | Board Member | — | ||
| CYNTHIA JOHNSON | Board Member | — | ||
| KRISTI KELLOG | Board Member | — | ||
| KARLA ZIEGLER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK TURNER | EXEC DIRECTO | 11.8% of Rev | ||
| CHERYL BANNES | DIR /22-23 S | — | ||
| MICHAEL BURR | DIR /22-23 P | — | ||
| DAWN ESPE | DIR /21-22 P | — | ||
| BRIGID FITZGERALD | Board Member | — | ||
| CHAD GROETSCH | DIR /21-22 V | — | ||
| ALLAN LYNK | DIR /21-22 S | — | ||
| PAUL NYE | DIR /22-23 V | — | ||
| AMANDA NYGARD | Board Member | — | ||
| SUSAN SMITH-GRIER | Board Member | — | ||
| NOELLE WYGANT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK TURNER | EXEC DIRECTO | 11.5% of Rev | ||
| CHERYL BANNES | Board Member | — | ||
| MICHAEL BURR | Board Member | — | ||
| MILLIE ENGISCH | Board Member | — | ||
| DAWN ESPE | Board President | — | ||
| BRIGID FITZGERALD | Board Member | — | ||
| CHAD GROETSCH | Board Member | — | ||
| SUE JOHNSON | Board President | — | ||
| ALLAN LYNK | Treasurer | — | ||
| PAUL NYE | Board Member | — | ||
| NOELLE WYGANT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK TURNER | EXEC DIRECTO | 11.3% of Rev | ||
| CHERYL BANNES | Board Member | — | ||
| KIM BOLLIG | Board Member | — | ||
| MICHAEL BURR | Board Member | — | ||
| MILLIE ENGISCH | Board Member | — | ||
| DAWN ESPE | Board Member | — | ||
| BRIGID FITZGERALD | Board Member | — | ||
| CHAD GROETSCH | Board Member | — | ||
| SUE JOHNSON | Board President | — | ||
| ALLAN LYNK | Treasurer | — | ||
| MICHAEL SANDER | VICE PRESIDE | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
32 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 169 other orgs in MN with NTEE prefix A2.
Most-divergent component: financial score sits 68 points below the peer median (0 vs. 68).
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 14.4% 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.