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 | — | — | 17.2% | 35 | Financially Distressed | Recovery | |
| 2022 | — | — | 19.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 14.0% | 37 | Financially Distressed | Recovery | |
| 2020 | — | — | 32.8% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 16.6% | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 15.3% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 8.6% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 10.4% | 38 | Financially Distressed | Recovery | |
| 2015 | — | — | 12.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 7.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 7.2% | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | 15.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 16.2% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVEN R HECKLER | Executive Director | 16.1% of Rev | ||
| DAYNA MARTINEZ | Executive Director | 0.9% of Rev | ||
| KEVIN BARNES | Board Member | — | ||
| BARBARA DAVIS | Board Member | — | ||
| PHYLIS OLIN | Board Member | — | ||
| JIM SCHEIBEL | Board Member | — | ||
| ALDEN DREW | CHAIRMAN | — | ||
| DOUG BROWN | Secretary | — | ||
| ISAAC PETERSON | Board Member | — | ||
| MICHAEL COOK | Treasurer | — | ||
| TIO AIKEN | Board Member | — | ||
| TARA GRAF | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVEN R HECKLER | Executive Director | 15.7% of Rev | ||
| KEVIN BARNES | Board Member | — | ||
| BARBARA DAVIS | Board Member | — | ||
| PHYLIS OLIN | Board Member | — | ||
| JIM SCHEIBEL | Board Member | — | ||
| ALDEN DREW | CHAIRMAN | — | ||
| DOUG BROWN | Secretary | — | ||
| ISAAC PETERSON | Board Member | — | ||
| MICHAEL COOK | Treasurer | — | ||
| TIO AIKEN | Board Member | — | ||
| TARA GRAF | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 174 other orgs in MN with NTEE prefix A6.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
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 33 → 35 over 5 years (improving by 2 points).
What's driving this score
- Comp-to-revenue ratio of 17.2% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.