Steady State
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
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 | 22.4% | 43 | Fragile | Gov Risk | |
| 2023 | — | — | 44.8% | 42 | Fragile | Gov Risk | |
| 2022 | — | — | 10.7% | 52 | Fragile | Stable Watch | |
| 2021 | — | — | 10.5% | 52 | Fragile | Recovery | |
| 2020 | — | — | 24.1% | 39 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 22.7% | 47 | Fragile | Recovery | |
| 2018 | — | — | 50.2% | 36 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 34.5% | 38 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 17.7% | 49 | Fragile | Recovery | |
| 2015 | — | — | 26.0% | 36 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 31.2% | 37 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 44.8% | 33 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 20.1% | 49 | Fragile | Recovery | |
| 2011 | — | — | 36.1% | 38 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDRA MADDEN | Executive Director | 22.4% of Rev | ||
| SUSAN LOSEN | Treasurer | — | ||
| MARK KUJAWA | Board President | — | ||
| STEVE PETERSEN | Board President | — | ||
| DEBBY MONSON | Board Member | — | ||
| VICKI FLEMING | Board Member | — | ||
| MALLORI ZOESCH | Secretary | — | ||
| BRIAN COLIANNI | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDRA MADDEN | Executive Director | 19.1% of Rev | ||
| SUSAN LOSEN | Treasurer | — | ||
| LAURIE OUNGST | Board President | — | ||
| JAN DEGNER | Board Member | — | ||
| DEBBY MONSON | Board Member | — | ||
| ADAM REDMAN | Board Member | — | ||
| ANNE REDMAN | Secretary | — | ||
| MARK KUJAWA | Board President | — | ||
| VICKI FLEMING | Board Member | — | ||
| SUE PARKER | Board Member | — | ||
| MALLORI ZOESCH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SANDRA MADDEN | Executive Director | 17.5% of Rev | ||
| MATT HAMMES | Treasurer | — | ||
| LAURIE OUNGST | Board President | — | ||
| JAN DEGNER | Board Member | — | ||
| DEBBY MONSON | Board President | — | ||
| ADAM REDMAN | Board Member | — | ||
| ANNE REDMAN | Board Member | — | ||
| LEAH TROJAN | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 20 other orgs in WI with NTEE prefix A2.
Most-divergent component: program score sits 15 points above the peer median (45 vs. 30).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 22.4% is modestly above the sector's healthy band (18–22%) — worth monitoring.
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).
- Reduce top-officer compensation from 22.4% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.