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 | — | — | 4.3% | 35 | Financially Distressed | Stable Watch | |
| 2022 | — | — | 7.0% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 12.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 9.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 7.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 7.3% | 40 | Financially Distressed | Recovery | |
| 2017 | — | — | 7.6% | 36 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 6.4% | 40 | Financially Distressed | Recovery | |
| 2015 | — | — | 8.0% | 36 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 7.1% | 36 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 5.5% | 44 | Fragile | Recovery | |
| 2012 | — | — | 6.3% | 36 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 7.0% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLI LATUSKA | Executive Director | 8.1% of Rev | ||
| MELISSA WINKLER | Board President | — | ||
| NICK CAMPANARIO | 1ST VICE PRE | — | ||
| TIFFANY DARLING | 2ND VICE PRE | — | ||
| JEANNE URBAN | Treasurer | — | ||
| MORGAN KOLENDA | Secretary | — | ||
| JENNIFER BOYLE | Board Member | — | ||
| SUE FUCHS | Board Member | — | ||
| JAYME HARTMAN | Board Member | — | ||
| BETSY HOLCOMB | Board Member | — | ||
| RACHEL INSELMAN | Board Member | — | ||
| DERECK MURPHY-WILLIAMS | Board Member | — | ||
| HARVEY PLASCH | Board Member | — | ||
| EDWARD SCHUMACHER | Board Member | — | ||
| ANN-MARIE STOJEVICH | Board Member | — | ||
| MAUDE DORNFELD | EXECUTIVE DI | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLI LATUSKA | EXECUTIVE DI | 8.3% of Rev | ||
| MELISSA WINKLER | Board President | — | ||
| MORGANA KOLENDA | 1ST VICE PRE | — | ||
| NICK CAMPANARIO | 2ND VICE PRE | — | ||
| JEANNE URBAN | Treasurer | — | ||
| DERECK MURPHY-WILLIAMS | Secretary | — | ||
| BETSY HOLCOMB | Board Member | — | ||
| SUE FUCHS | Board Member | — | ||
| JAYME HARTMAN | Board Member | — | ||
| EDWARD SCHUMACHER | Board Member | — | ||
| ANN-MARIE STOJEVICH | Board Member | — | ||
| ELLY SIPROTH | Board Member | — | ||
| BRENT BLINDAUER | Board Member | — | ||
| HARVEY PLASCH | Board Member | — | ||
| TIFFANY DARLING | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLI LATUSKA | EXECUTIVE DI | 7.1% of Rev | ||
| MEL WINKLER | Board President | — | ||
| MORGANA KOLENDA | 1ST VICE PRE | — | ||
| RACHEL INSELMAN | 2ND VICE PRE | — | ||
| BETSY HOLCOMB | Secretary | — | ||
| JEANNE URBAN | Treasurer | — | ||
| SUE FUCHS | Board Member | — | ||
| JAYME HARTMAN | Board Member | — | ||
| EDWARD SCHUMACHER | Board Member | — | ||
| NICK CAMPANARIO | Board Member | — | ||
| ANN-MARIE STOJEVICH | Board Member | — | ||
| ELLY SIPROTH | Board Member | — | ||
| BRENT BLINDAUER | Board Member | — | ||
| DERECK MURPHY-WILLIAMS | Board Member | — | ||
| HARVEY PLASCH | Board Member | — | ||
| TIFFANY DARLING | 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: financial score sits 38 points below the peer median (0 vs. 38).
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 → 35 over 5 years (improving by 1 points).
What's driving this score
- Comp-to-revenue ratio of 4.3% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.