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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | 20.4% | 39 | Fragile | Gov Risk | |
| 2023 | Hidden | Hidden | 22.4% | 43 | Fragile | Gov Risk | |
| 2022 | — | — | 13.2% | 49 | Fragile | Recovery | |
| 2021 | — | — | 24.9% | 43 | Fragile | Recovery | |
| 2020 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 45 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Decline Risk | |
| 2015 | — | — | — | 49 | Fragile | Recovery | |
| 2014 | — | — | — | 47 | Fragile | Stable Watch | |
| 2013 | — | — | — | 47 | Fragile | Stable Watch | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DIANE VEALE | Board Member | 20.1% of Rev | ||
| RANDY VEALE | Board Member | — | ||
| CARMEN SCHWEIGER | Board Member | — | ||
| SARAH GRAVES | Board Member | — | ||
| KRISTIN LOHRENTZ | Board Member | — | ||
| SHAWN LYON | Board Member | — | ||
| AMANDA SEEFELDT | Board Member | — | ||
| JOE BURNETT | Board President | — | ||
| THERESA SCHAUER | Board President | — | ||
| ANNE TESKA | Secretary | — | ||
| KEITH KULAS | Treasurer | — |
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: governance score sits 5 points below the peer median (45 vs. 50).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 41 → 39 over 5 years (declining by 2 points).
What's driving this score
- Comp-to-revenue ratio of 20.4% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.