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 | — | — | 11.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 4.2% | 37 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 42 | Financially Distressed | Recovery | |
| 2020 | — | — | 4.7% | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 3.0% | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 44 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 42 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 8.1% | 46 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LEMMON JACK | Executive Director | 4.4% of Rev | ||
| BARTELS F TESSA ESCAMILLA | Board Member | — | ||
| BIANCHINI MARTA C | Board President | — | ||
| EMORY LAURA | Board Member | — | ||
| FALCI GERALD | Board Member | — | ||
| FRASER ALEXANDER | Vice President | — | ||
| FITZGERALD MOIRA | Board Member | — | ||
| KOWALSKI REBEKAH | Board Member | — | ||
| JOHNSON VALERIE | Secretary | — | ||
| BOLENS BARBARA | Treasurer | — | ||
| LUEDER MICHAEL | Board President | — | ||
| MILLER HOWARD | Board Member | — | ||
| MIKEWORTH LAURA | Board Member | — | ||
| SHANNON JOHN | Board Member | — | ||
| STOLLENWERK JOHN | Board Member | — | ||
| WILLIAMS-KILLACKEY JUDITH | Board Member | — | ||
| HEATH ROBERT | Board Member | — | ||
| DORTZBACH KEN | Vice President | — | ||
| TILL DR BRIAN D | Vice President | — | ||
| CABOT F COLIN | Board Member | — | ||
| SKIPPER IRENE | Board Member | — | ||
| KING MARNI | Board Member | — | ||
| KURTENBACH TERRY | Board Member | — | ||
| REESE ROBIN | Board Member | — | ||
| ZELLMER RAY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 103 other orgs in WI 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 35 → 32 over 5 years (declining by 3 points).
What's driving this score
- Comp-to-revenue ratio of 11.7% 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:
- 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.