MINNEAPOLIS, MN
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)GREATER MINNEAPOLIS CRISIS NURSERY, founded in 1980, is a community nonprofit in the Human Services sector that reported $4.4M in total revenue in fiscal year 2024. Expenses of $5.3M exceeded revenue, resulting in a 20% operating deficit.
THE MISSION OF GREATER MINNEAPOLIS CRISIS NURSERY IS TO END THE ABUSE AND NEGLECT OF CHILDREN AND CREATE STRONG AND HEALTHY FAMILIES.
THE MISSION OF GREATER MINNEAPOLIS CRISIS NURSERY IS TO END CHILD ABUSE AND NEGLECT AND CREATE STRONG, HEALTHY FAMILIES. A TRUSTED RESOURCE FOR PARENTS TO CALL IN THEIR TIME OF CRISIS, THE NURSERY IS...
THE MISSION OF GREATER MINNEAPOLIS CRISIS NURSERY IS TO END CHILD ABUSE AND NEGLECT AND CREATE STRONG, HEALTHY FAMILIES. A TRUSTED RESOURCE FOR PARENTS TO CALL IN THEIR TIME OF CRISIS, THE NURSERY IS OPEN 24 HOURS A DAY, 7 DAYS A WEEK, 365 DAYS A YEAR, OFFERING FREE SERVICES FOR FAMILIES IN NEED. SERVICES INCLUDE A 24-HOUR CRISIS LINE, CRISIS DE-ESCALATION SERVICES, COMMUNITY REFERRALS, A HOME VISITING PROGRAM, AND A RESIDENTIAL NURSERY WHERE PARENTS MAY VOLUNTARILY PLACE THEIR CHILDREN WHILE THEY ADDRESS THEIR CRISES. GREATER MINNEAPOLIS CRISIS NURSERY PRIMARILY WORKS WITH FAMILIES WITH LOW INCOMES IN HENNEPIN COUNTY, WHO HAVE THE STRENGTH TO CALL US IN THE MIDST OF THEIR CRISES. WE CONSIDER IT COURAGEOUS TO ASK FOR HELP, NOT A WEAKNESS. MANY FAMILIES WHO USE THE NURSERY ARE EXPERIENCING TRAUMA, MATERNAL DEPRESSION, DOMESTIC VIOLENCE, HOMELESSNESS, MEDICAL OR MENTAL HEALTH CONCERNS, AND ISOLATION PRIMARILY RESULTING FROM POVERTY. THESE SITUATIONS OFTEN PLACE CHILDREN AT A MUCH GREATER RISK OF ABUSE AND NEGLECT. THE FAMILY SERVICES PROGRAM AT THE NURSERY RESPONDED TO 2,096 CALLS THROUGH THE CRISIS LINE. IN AN EFFORT TO DECREASE ISOLATION AND ALLEVIATE THE IMMEDIATE CRISIS, THE NURSERY PROVIDED OVER 1,034 REFERRALS TO CONNECT FAMILIES WITH AGENCIES IN THE COMMUNITY THAT HELP TO ADDRESS THE UNIQUE NEEDS OF EACH FAMILY. THE NURSERY'S OVERNIGHT RESIDENTIAL CARE PROVIDED 4,420 DAYS/NIGHTS OF CARE TO 1,733 CHILDREN IN 1,058 FAMILIES LAST YEAR. APPROXIMATELY 65% OF OUR CLIENTS ARE CHILDREN AGED 6 WEEKS TO 6 YEARS. OF THE CHILDREN IN OUR SHELTER, 11% WERE REPORTED BY THEIR PARENTS/GUARDIANS TO HAVE EXPERIENCED VICTIMIZATION, INCLUDING POSSIBLE CHILD ABUSE OR NEGLECT, WITNESSING SOMEONE BEING ABUSED, OR WITNESSING A VIOLENT CRIME (MOST OFTEN WITNESSING SOMEONE BEING ABUSED). THE NURSERY'S HOME VISITING PROGRAM PROVIDED 611 HOME VISITS. THIS PROGRAM FOCUSES ON FAMILY STABILITY THROUGH GOAL SETTING, SUPPORT, FAMILY STRENGTHS, AND TARGETED REFERRALS. AMONG HOME VISITING CLIENTS, 46% OF PARENTS EXPERIENCED ABUSE OR NEGLECT AS A CHILD, 48% REPORTED MENTAL HEALTH CONCERNS, AND 67% WERE SURVIVORS OF DOMESTIC VIOLENCE.IN FY2025, 99% OF PARENTS USING OUR SERVICES ARE WOMEN. APPROXIMATELY 93% ARE PEOPLE OF COLOR OR THOSE IDENTIFYING AS NATIVE OR HISPANIC, AND 53% OF FAMILIES HAVE ANNUAL INCOMES OF $10,000 OR LESS. 90% OF PARENTS PLACING THEIR CHILDREN AT THE NURSERY WERE SINGLE PARENTS, AND 22% OF FAMILIES WERE EXPERIENCING HOMELESSNESS. 98% OF CLIENTS REPORT THAT THE NURSERY HELPED TO MANAGE THEIR CRISIS AND 98% OF PARENTS OR GUARDIANS REPORTED THEY FELT THEIR CHILDREN RECEIVED GOOD CARE DURING THEIR STAY. THIS IS IN PART BECAUSE ALL OUR PROGRAMS 1) USE A TWO-GENERATIONAL APPROACH, 2) PROMOTE PROTECTIVE FACTORS WHICH HELP MITIGATE FAMILY RISKS AND INCREASE HEALTH AND WELL-BEING, AND 3) USE A TRAUMA-INFORMED APPROACH - THE NURSERY WAY. OUR APPROACH IS ALSO STRENGTH-BASED, NON-JUDGMENTAL, RELATIONSHIP-BUILDING, AND WE REDUCE BARRIERS TO ACCESS OUR SERVICES.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2024 | 2023 | Change | |
|---|---|---|---|
| Revenue | $4,411,635 | $4,452,027 | 0.0% |
| Expenses | $5,308,528 | $4,917,194 | +0.1% |
| Net Income | $-896,893 | $-465,167 | +0.9% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| ADAM DILL | CHAIR | 1.00 |
Officer
Director
|
$0 | $0 | $0 |
| RENU LIDDDELL | VICE CHAIR | 1.00 |
Officer
Director
|
$0 | $0 | $0 |
| STEPHEN O'HARA | TREASURER | 1.00 |
Officer
Director
|
$0 | $0 | $0 |
| SARAH BEATY | SECRETARY | 1.00 |
Officer
Director
|
$0 | $0 | $0 |
| RHONDA COX | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| AMY HUERTA | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| JOSEPH LALLY | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| SHERYL NAGEL | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| NICKY GRIMMIUS | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| NICOLE KIRK | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| FRED ROSE | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| JENNIFER SALVESON | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| TIANA BIRAWER | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| KATHRYN BUDZIEN | DIRECTOR (STARTED 6/25) | 1.00 |
Director
|
$0 | $0 | $0 |
| STEVEN HEIMERMANN | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| SARA MONAHAN | DIRECTOR (STARTED 6/25) | 1.00 |
Director
|
$0 | $0 | $0 |
| ELIZABETH NELSON | DIRECTOR (STARTED 6/25) | 1.00 |
Director
|
$0 | $0 | $0 |
| EMILY NOLAN | DIRECTOR (STARTED 6/25) | 1.00 |
Director
|
$0 | $0 | $0 |
| JAN TYSON ROBERTS | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| PATTY MURPHY | EMERITUS DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| JODI MOONEY | EMERITUS DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| MARY PAT LEE | EXECUTIVE DIRECTOR | 40.00 |
Officer
|
$163,301 | $28,492 | $191,793 |
| ANN HAVENS-SMITH | FINANCE & OPERATIONS DIRECTOR | 40.00 |
Officer
|
$146,530 | $44,087 | $190,617 |
| LAURA WAGNER | DEVELOPMENT & COMMUNICATIONS DIRECTOR | 40.00 |
Highest
|
$134,282 | $9,054 | $143,336 |
| SUNITA VONGHARATH-EVENSON | HUMAN RESOURCES DIRECTOR | 40.00 |
Highest
|
$137,022 | $683 | $137,705 |
| CORA REEVES | PROGRAM SERVICES DIRECTOR | 40.00 |
Highest
|
$117,731 | $11,197 | $128,928 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $4,411,635 | $5,308,528 | $2,738,402 | $-896,893 |
| 2024 | No data | No data | No data | No data |
| 2023 | $4,019,127 | $4,187,802 | $4,059,541 | $-168,675 |
| 2022 | $4,106,598 | $3,175,123 | $4,153,796 | $931,475 |
| 2021 | $3,975,728 | $3,442,214 | $3,335,075 | $533,514 |
| 2020 | $3,735,672 | $3,626,288 | $3,327,014 | $109,384 |
| 2019 | $3,221,209 | $3,693,003 | $2,679,606 | $-471,794 |
| 2018 | $3,286,125 | $3,501,272 | $3,080,878 | $-215,147 |
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