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 |
|---|---|---|---|---|---|---|---|
| 2021 | — | — | 24.6% | 27 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 32.1% | 26 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 41.5% | 28 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 14.6% | 37 | Fragile | Decline Risk | |
| 2017 | — | — | — | 41 | Fragile | Stable Watch | |
| 2016 | — | — | — | 41 | Fragile | Recovery | |
| 2015 | — | — | 15.4% | 30 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 20.4% | 33 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 20.2% | 33 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRADY LANGER | Board President | — | ||
| BETH FREDRICKS | Board President | — | ||
| LINDS WASZKO | Treasurer | — | ||
| LAURELIE CRUZE | Secretary | — | ||
| PEG MEDGRAFT | Board Member | — | ||
| JACLYN AHLGREN | Board Member | — | ||
| BRADY LANGER | Board President | — | ||
| BETH FREDRICKS | Board President | — | ||
| LINDA WASZKO | Treasurer | — | ||
| LAUELIE CRUZE | Secretary | — | ||
| PEG MAGCRAFT | Board Member | — | ||
| JACLYN AHLGREN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENIFER DOBBIN | Board Member | 34.9% of Rev | ||
| BRADY LANGER | Board Member | 1.3% of Rev | ||
| PEG MEDGRAFT | Board President | — | ||
| BETH FREDRICKS | Board President | — | ||
| JACLYN AHLGREN | Treasurer | — | ||
| LAURELIE CRUZE | Secretary | — | ||
| LINDA IWASZKO | Board Member | — | ||
| BRADY LANGER | Board Member | — | ||
| JENIFER DOBBIN | Board Member | — | ||
| PEG MADGRAFT | Board President | — | ||
| BETH FREDRICKS | Board President | — | ||
| JACLYN AHLGREN | Treasurer | — | ||
| LAUELIE CRUZE | Secretary | — | ||
| LINDA WASZKO | 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: program score sits 27 points below the peer median (5 vs. 32).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 41 → 27 over 5 years (declining by 14 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 24.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.