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 | — | — | — | 39 | Fragile | Recovery | |
| 2023 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 42 | Fragile | Recovery | |
| 2021 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 13.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 11.0% | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 11.4% | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 11.0% | 37 | Fragile | Recovery | |
| 2013 | — | — | 15.6% | 20 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 16.3% | 23 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 6.8% | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRUCE BARNES | Board President | — | ||
| AL CHANEY | VICE PRESIDE | — | ||
| LORRAINE AVERY | Treasurer | — | ||
| KATHY TRACHTE | Secretary | — | ||
| CINDY BERG | Board Member | — | ||
| KRISTY BRIDENHAGEN | Board Member | — | ||
| VALERIE CISLER | EX-OFFICIO | — | ||
| RANDALL COLTON | Board Member | — | ||
| CAROLE JANSING | Board Member | — | ||
| LESLIE MALOTKY | Board Member | — | ||
| KATE O'MALLEY | Board Member | — | ||
| JENNI YANG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHY TRACHTE | Board Member | — | ||
| VALERIE CISLER | Board Member | — | ||
| BRUCE BARNES | Board President | — | ||
| CINDY BERG | Board Member | — | ||
| CAROLE JANSING | Board Member | — | ||
| MATTHEW BARGANDER | Board Member | — | ||
| DAVE CARLSON | Board Member | — | ||
| KARIN MCDONALD | Board Member | — | ||
| LORRAINE AVERY | Treasurer | — | ||
| HEIDI COCORAN | Board Member | — | ||
| AL CHANEY | Board President | — | ||
| MARYBETH SLEZAK | Board Member | — | ||
| ANNA GRESCH | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in WI with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (25 vs. 56).
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 32 → 39 over 5 years (improving by 7 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.