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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 31 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 16.2% | 39 | Financially Distressed | Recovery | |
| 2021 | — | — | 22.7% | 30 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 24.8% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 24.1% | 24 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 14.4% | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 19.0% | 28 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 12.7% | 33 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 14.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 45 | Fragile | Recovery | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NANCY ARIZA | Board Member | — | ||
| VALERIE HOINESS | Board Member | — | ||
| MELISSA STAUDINGER | Board Member | — | ||
| KATHLEEN KVERN | Board Member | — | ||
| SUSAN HAUGEN | Treasurer | — | ||
| AMANDA KALER | Secretary | — | ||
| CHRISTOPHER HARRISON | Board Member | — | ||
| HEIDI SCHUSTER | Board President | — | ||
| PETER SEGAR | Board President | — | ||
| RYAN SWEENEY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEATHER DOYLE | Artistic Director | 9.0% of Rev | ||
| VICTORIA LAUING | Executive Director | 9.0% of Rev | ||
| JHYLE RINKER | Board Member | 2.3% of Rev | ||
| BECCA CERRA | Board Member | 1.7% of Rev | ||
| ROGER KARLSON | Board Member | 1.3% of Rev | ||
| KATHLEEN KVERN | Board Member | — | ||
| SUSAN HAUGEN | Treasurer | — | ||
| VALERIE HOINESS | Secretary | — | ||
| CHRISTOPHER HARRISON | Board Member | — | ||
| HEIDI SCHUSTER | Board Member | — | ||
| PETER SEGAR | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Heather Doyle | Artistic Director | 7.7% of Rev | ||
| Victoria Lauing | Executive Director | 7.7% of Rev | ||
| Jhyle Rinker | Board Member | 1.5% of Rev | ||
| Susan Haugen | Board President | — | ||
| Valerie Hoiness | Secretary | — | ||
| Becca Cerra | Board Member | — | ||
| Roger Karlson | Board Member | — | ||
| Pete Segar | Board Member | — | ||
| Christopher Harrison | Board Member | — | ||
| Heidi Schuster | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Heather Doyle | Artistic Director | 6.9% of Rev | ||
| Victoria Lauing | Executive Director | 5.7% of Rev | ||
| Jhyle Rinker | Board Member | 1.4% of Rev | ||
| Roger Karlson | Board Member | 0.3% of Rev | ||
| Susan Haugen | Board President | — | ||
| Valerie Hoiness | Secretary | — | ||
| Christopher Harrison | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 7 other orgs in MN with NTEE prefix A9.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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.