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 | Hidden | Hidden | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 29.4% | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 25.1% | 22 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 21.9% | 30 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 25.1% | 27 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 4.0% | 36 | Financially Distressed | Recovery | |
| 2011 | — | — | 10.1% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMANDA WICKLUND | Board Member | — | ||
| TERI HINZE | Board Member | — | ||
| JERRY SAND | Board Member | — | ||
| BRAD MABRY | Board Member | — | ||
| MARGARET LUHRS | Board President | — | ||
| DEBRA KRAVIG | Secretary | — | ||
| BRENT BUBLITZ | Treasurer | — | ||
| ANDREW BENSON | Board Member | — | ||
| MARK BAER | Board Member | — | ||
| EMMA KRAVIG | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET LUHRS | Board President | — | ||
| DEBRA KRAVIG | Board President | — | ||
| ANDREW BENSON | Secretary | — | ||
| BRENT BUBLITZ | Treasurer | — | ||
| MARK BAER | Board Member | — | ||
| EMMA KRAVIG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mark Baer | Board Member | — | ||
| Emma Kravig | Board Member | — | ||
| Margaret Luhrs | Board President | — | ||
| Debra Kravig | Board President | — | ||
| Brent Bublitz | Treasurer | — | ||
| Andrew Benson | Secretary | — |
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 32 points below the peer median (5 vs. 37).
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 22 → 31 over 5 years (improving by 9 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.