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 | 5.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 4.8% | 35 | Financially Distressed | Stable Watch | |
| 2021 | Hidden | Hidden | 5.1% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 10.5% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 5.0% | 35 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 4.7% | 35 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 4.3% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 5.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 5.3% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 5.0% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 5.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 5.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 2.7% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTOPHER KOMNICK | Executive Director | 5.3% of Rev | ||
| JOHN HADLEY | EXCOMM | — | ||
| MICHAEL C ROBINSON | Board Member | — | ||
| JEFF MANION | Treasurer | — | ||
| MICHAEL R GARVIN JR | Board Member | — | ||
| DIANE GOETSCH | Board Member | — | ||
| CARMEN CROOK | Board Member | — | ||
| MICHAEL BENDER | Board Member | — | ||
| GREGG AUBY | Board President | — | ||
| CHRISTINE D'ANGELO | Board President | — | ||
| JANELLE EWING | Board Member | — | ||
| RANDY FERRIE | MSAA | — | ||
| TJ GALE | Board Member | — | ||
| DANIEL YEH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTOPHER KOMNICK | Executive Director | 5.3% of Rev | ||
| JOHN HADLEY | EXCOMM | — | ||
| MICHAEL C ROBINSON | Board Member | — | ||
| JEFF MANION | Treasurer | — | ||
| MICHAEL R GARVIN JR | Board Member | — | ||
| DIANE GOETSCH | Board Member | — | ||
| CARMEN CROOK | Board Member | — | ||
| SUSAN MCKAY | Board Member | — | ||
| DOUG THOLO | Board Member | — | ||
| MICHAEL BENDER | Board Member | — | ||
| JOSH PAYTON | Board President | — | ||
| GREGG AUBY | Board Member | — | ||
| CHRISTINE D'ANGELO | Board President | — | ||
| JANELLE EWING | Board Member | — | ||
| SAM RECORDS | MSAA | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTOPHER KOMNICK | Executive Director | 3.9% of Rev | ||
| JOHN HADLEY | EXCOMM | — | ||
| MICHAEL C ROBINSON | Board Member | — | ||
| JEFF MANION | Board Member | — | ||
| MICHAEL R GARVIN JR | Board Member | — | ||
| DIANE GOETSCH | Board President | — | ||
| CARMEN CROOK | Board Member | — | ||
| CHRISTINE D'ANGELO | Board Member | — | ||
| RANDY FERRIE | MSAA | — | ||
| SUSAN MCKAY | Board Member | — | ||
| DOUG THOLO | Board President | — | ||
| MICHAEL BENDER | Board Member | — | ||
| CHRISTIN GATES CALLOWAY | Board Member | — | ||
| JOSH PAYTON | Treasurer | — | ||
| BRYAN HUGHES | 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.
What's driving this score
- Comp-to-revenue ratio of 5.3% 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.