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 | — | 35 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2021 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2020 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATE SOLBERG | Board President | — | ||
| JILL BERG | Board President | — | ||
| HANNAH OVERBEY | Secretary | — | ||
| MATT GRUCHALLA | Treasurer | — | ||
| MADELEINE ANDERSON | Board Member | — | ||
| CASEY BARTZ | Board Member | — | ||
| JAMES BURTON | Board Member | — | ||
| TROY CHARLESTON | Board Member | — | ||
| RYAN FRITZ | Board Member | — | ||
| CECILIA KNAPP | Board Member | — | ||
| JAMIE PARSLEY | Board Member | — | ||
| MARJORIE SCHLOSSMAN | Board Member | — | ||
| ODILE STREED | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GWEN HOBERG | Board President | — | ||
| JILL BERG | Board President | — | ||
| CECILIA KNAPP | Secretary | — | ||
| CAROLE ROGNE | Treasurer | — | ||
| ODILE STREED | Board Member | — | ||
| PATRICK LONERGAN | Board Member | — | ||
| MADELEINE ANDERSON | Board Member | — | ||
| DAVID CLARDY | Board Member | — | ||
| DAN HELM | Board Member | — | ||
| RYAN MEYER | Board Member | — | ||
| HANNAH OVERBEY | Board Member | — | ||
| KATIE SOLBERG | Board Member | — | ||
| CASEY BARTZ | Board Member | — | ||
| JAMES BURTON | Board Member | — | ||
| KIMBERLEY WOLF | Board Member | — | ||
| MARJORIE SCHLOSSMAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARTHA MOORE | Board President | — | ||
| GWEN HOBERG | Board President | — | ||
| REGINA THIEL | Secretary | — | ||
| CAROLE ROGNE | Treasurer | — | ||
| DOUG BARFIELD | Board Member | — | ||
| JAMES TEIGLAND | Board Member | — | ||
| JILL BERG | Board Member | — | ||
| DAVID CLARDY | Board Member | — | ||
| DAN HELM | Board Member | — | ||
| RYAN MEYER | Board Member | — | ||
| WILLIAM RODEN | Board Member | — | ||
| KATIE SOLBERG | Board Member | — | ||
| KARIN RUDD | Board Member | — | ||
| HUGO SARMIENTO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TED KLEIMAN | Board President | — | ||
| GWEN HOBERG | Board President | — | ||
| REGINA THIEL | Secretary | — | ||
| MARTHA MOORE | Treasurer | — | ||
| DOUG BARFIELD | Board Member | — | ||
| CASEY BARTZ | Board Member | — | ||
| JILL BERG | Board Member | — | ||
| DAVID CLARDY | Board Member | — | ||
| DAN HELM | Board Member | — | ||
| RYAN MEYER | Board Member | — | ||
| WILLIAM RODEN | Board Member | — | ||
| CAROL ROGNE | Board Member | — | ||
| KARIN RUDD | Board Member | — | ||
| HUGO SARMIENTO | Board Member | — | ||
| JAMES TEIGLAND | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 23 other orgs in ND with NTEE prefix A6.
Most-divergent component: financial score sits 48 points below the peer median (0 vs. 48).
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.