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 | — | — | 16.1% | 27 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 19.4% | 26 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 14.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 12.3% | 29 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 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 | |
|---|---|---|---|---|
| MARA HANEL | Executive Director | 17.3% of Rev | ||
| KARLACE TAYLOR | CHAIRMAN | — | ||
| WADE BENSON | VICE CHAIRMAN | — | ||
| STEPHENIE ANDERSON | Treasurer | — | ||
| MARY ANN LAXEN | Secretary | — | ||
| MARY BETH KING | Board Member | — | ||
| DEB ALEXANDER | Board Member | — | ||
| JOHN COVLIN | Board Member | — | ||
| KAITLIN BARBOSA | Board Member | — | ||
| MARIA HAMMER | Board Member | — | ||
| CARLA ARNDT | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARA HANEL | Executive Director | 16.0% of Rev | ||
| KARLACE TAYLOR | CHAIRMAN | — | ||
| JAIMIE SNOWDON | VICE CHAIRMAN | — | ||
| EMILY KUZEL | Treasurer | — | ||
| STEPHENIE ANDERSON | Secretary | — | ||
| THERESE JACOBSON | Board Member | — | ||
| KATE MULVEY | Board Member | — | ||
| MARY ANN LAXEN | Board Member | — | ||
| SANDY SEREGIN | Board Member | — | ||
| RENA BOUCHARD | Board Member | — | ||
| WADE BENSON | Board Member | — | ||
| MARY BETH KING | Board Member | — | ||
| DEB ALEXANDER | Board Member | — | ||
| JOHN COVLIN | Board Member | — | ||
| KAITLIN BARBOSA | Board Member | — | ||
| MARIA HAMMER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARA HANEL | Executive Director | 12.5% of Rev | ||
| PAUL BURNETT | Board Member | — | ||
| EMILY KUZEL | Secretary | — | ||
| CHRIS LANE | Treasurer | — | ||
| THERESE JACOBSON | Board Member | — | ||
| KATYA ZEPEDA | Board Member | — | ||
| KATE MULVERY | Board President | — | ||
| BRIANA INGRAHAM | Board President | — | ||
| MARY BETH KING | Board Member | — | ||
| JAIMIE SNOWDON | Board President | — | ||
| DEB ALEXANDER | Board Member | — | ||
| RENA BOUCHARD | Board Member | — | ||
| KARLACE TAYLOR | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARA HANEL | Executive Director | 10.3% of Rev | ||
| PAUL BURNETT | Board Member | — | ||
| EMILY KUZEL | Board Member | — | ||
| ELWYN RUUD | Board Member | — | ||
| CHRIS LANE | Treasurer | — | ||
| SCOTT VALDES | Board Member | — | ||
| THERESE JACOBSON | Board Member | — | ||
| KATYA ZEPEDA | Board President | — | ||
| KATE MULVERY | Secretary | — | ||
| JANET JOHNSON | Board Member | — | ||
| BRIANA INGRAHAM | Board President | — | ||
| CHARLES ERICKSON | Board Member | — | ||
| JAIMIE SNOWDON | Board Member | — | ||
| DEB ALEXANDER | Board Member | — |
Score breakdown
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 16.1% 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.