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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 12.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 13.2% | 36 | Financially Distressed | Recovery | |
| 2021 | — | — | 13.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 13.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 12.2% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 13.3% | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 11.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 11.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 12.2% | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY MINNICK-DANIELS | Executive Director | 12.0% of Rev | ||
| ALANA PETERSEN | Board President | — | ||
| DEE ANN SIBLEY | Board President | — | ||
| MARYANN CLEARY | Secretary | — | ||
| PAT BLACK | Board Member | — | ||
| ANGELA RUDDY | Board Member | — | ||
| WARD MEHLAN | Board Member | — | ||
| SYDNEY NELSON | Board Member | — | ||
| CARLA VITA | Board Member | — | ||
| SARAH RATERMANN BEAHAN | Board Member | — | ||
| CHAD FILLEY | Board Member | — | ||
| MATTHEW KROUSEY | Board Member | — | ||
| ROGER NEIBOER | Board Member | — | ||
| DEBORAH TRENT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY MINNICK-DANIELS | Executive Director | 11.7% of Rev | ||
| ALANA PETERSEN | Board President | — | ||
| DEE ANN SIBLEY | Board President | — | ||
| MARYANN CLEARY | Secretary | — | ||
| PAT BLACK | Board Member | — | ||
| ANGELA RUDDY | Board Member | — | ||
| WARD MEHLAN | Board Member | — | ||
| SYDNEY NELSON | Board Member | — | ||
| CARLA VITA | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY MINNICK-DANIELS | Executive Director | 11.7% of Rev | ||
| TERRI HURO | Board Member | — | ||
| PAT BLACK | Board Member | — | ||
| ANGELA RUDDY | Board Member | — | ||
| BARRETT R HINDT | Board Member | — | ||
| WARD MEHLAN | Board Member | — | ||
| SYDNEY NELSON | Board Member | — | ||
| ALANA PETERSEN | Board President | — | ||
| DEE ANN SIBLEY | Board President | — | ||
| MARYANN CLEARY | Secretary | — | ||
| NANCY HOFFMAN | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 6 other orgs in MN with NTEE prefix A1.
Most-divergent component: financial score sits 62 points below the peer median (0 vs. 62).
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.
Overall score has gone from 34 → 32 over 5 years (declining by 2 points).
What's driving this score
- Comp-to-revenue ratio of 12.8% 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.