Acute Resource Divergence
What does this mean?
Revenue is contracting significantly, but executive compensation percentage is rising. The organization is refusing to adjust its administrative overhead to match its new economic reality.
The Path Forward
The Realignment
Forces immediate balancing of administrative bloat against actual programmatic output. It demands that every dollar extracted for overhead be justified by community impact.
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 | 19.4% | 35 | Financially Distressed | Decline Risk | |
| 2023 | — | — | — | 39 | Fragile | Gov Risk | |
| 2022 | — | — | 8.2% | 49 | Fragile | Recovery | |
| 2021 | — | — | 19.4% | 38 | Governance-Stressed | Recovery | |
| 2020 | — | — | 13.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 9.8% | 46 | Fragile | Decline Risk | |
| 2018 | — | — | 8.3% | 50 | Fragile | Recovery | |
| 2017 | — | — | — | 61 | Stable | Decline Risk | |
| 2016 | — | — | — | 65 | Stable | Stable Watch | |
| 2015 | — | — | — | 65 | Stable | Stable Watch | |
| 2014 | — | — | — | 57 | Fragile | Decline Risk | |
| 2013 | — | — | — | 61 | Stable | Stable Watch | |
| 2012 | — | — | — | 61 | Stable | Stable Watch | |
| 2011 | — | — | — | 57 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SALLY KISSNER | Executive Director | 19.4% of Rev | ||
| DALE DAHL | Board Member | — | ||
| JOHN GETHERS | Board Member | — | ||
| GALE JACKSON | Board Member | — | ||
| JEN LUDWICZAK | Board Member | — | ||
| JOYCE REJRET | Board Member | — | ||
| DIANE SCHROEDER | Board Member | — | ||
| SHELLY SMOLAREK | Board Member | — | ||
| ROBERTA STEWARD | Board President | — | ||
| WENDY ERON | Board Member | — | ||
| PETE ROGOSKI | Treasurer | — | ||
| JAN FISHER | Secretary | — | ||
| SUE AKEY | Board Member | — | ||
| BARB ANDERSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SALLY KISNER | EXECUTIVE DI | 10.6% of Rev | ||
| WENDY ERON | Board President | — | ||
| JAN FISHER | Board Member | — | ||
| BARB HERREID | Secretary | — | ||
| JOHN KUEHL | Board Member | — | ||
| PETE ROGOSKI | Board Member | — | ||
| LISA SKIBBA | Board Member | — | ||
| NANCY SKORCZEWSKI | Board Member | — | ||
| ROBERTA STEWART | Board Member | — | ||
| CRAIG TIMM | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SALLY KISNER | Executive Director | 10.6% of Rev | ||
| ROBERTA STEWART | Board Member | — | ||
| CAL KAUFMAN | Treasurer | — | ||
| BARB HERREID | Secretary | — | ||
| WENDY ERON | Board President | — | ||
| JIM LUCAS | Board Member | — | ||
| LISA SKIBBA | Board Member | — | ||
| NANCY SKORCZEWSKI | Board Member | — | ||
| NATHANIEL SPRINGER | Board Member | — | ||
| PAM MCCARVILLE | Board President | — | ||
| CRAIG TIMM | Board Member | — | ||
| LEE STEINHILBER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SALLY KISNER | Executive Director | 9.1% of Rev | ||
| ROBERTA STEWART | Board Member | — | ||
| CAL KAUFMAN | Treasurer | — | ||
| BARB HERREID | Secretary | — | ||
| WENDY ERON | Board President | — | ||
| JIM LUCAS | Board Member | — | ||
| ERIC BRITTNACHER | Board Member | — | ||
| NANCY SKORCZEWSKI | Board Member | — | ||
| TED MOSKONAS | Board Member | — | ||
| PAM MCCARVILLE | Board President | — | ||
| CONNIE SOUBA | Board Member | — | ||
| LEE STEINHILBER | Board Member | — | ||
| JOHN VAN DE LOOP | Board Member | — |
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: financial score sits 24 points below the peer median (25 vs. 49).
5-year trend: Acute Resource Divergence
Revenue is contracting significantly, but executive compensation percentage is rising. The organization is refusing to adjust its administrative overhead to match its new economic reality.
What's driving this score
- Comp-to-revenue ratio of 19.4% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.