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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 18.7% | 33 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 21.8% | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 21.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 23.5% | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 21.7% | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 25.5% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 27.4% | 28 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 24.7% | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 26.0% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 27.3% | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 31.7% | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 28.0% | 28 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELSY A SCHOENHAAR | Executive Director | 24.9% of Rev | ||
| JANET ESTERVIG | Board President | — | ||
| KIRA LOEHR | Secretary | — | ||
| BOB WAHLERS | Treasurer | — | ||
| OLWEN HANSEN-BLAKE | Board President | — | ||
| REV KRIS GORTON | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELSY A SCHOENHAAR | Executive Director | 22.8% of Rev | ||
| JANET ESTERVIG | Board President | — | ||
| EDRIC JOHNSON | Board President | — | ||
| KIRA LOEHR | Secretary | — | ||
| BOB WAHLERS | Treasurer | — | ||
| PEGGY ROSIN | Board Member | — | ||
| MARCY WEILAND | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELSY A SCHOENHAAR | Executive Director | 18.5% of Rev | ||
| MARCY WEILAND | Board Member | — | ||
| EDRIC JOHNSON | Board President | — | ||
| ROBERT WAHLERS | Treasurer | — | ||
| PEGGY ROSIN | Board Member | — | ||
| JANET ESTERVIG | Board President | — | ||
| KIRA LOEHR | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELSY A SCHOENHAAR | Executive Director | 17.6% of Rev | ||
| MARCY WEILAND | Board President | — | ||
| EDRIC JOHNSON | Board President | — | ||
| ROBERT WAHLERS | Treasurer | — | ||
| PEGGY ROSIN | Secretary | — | ||
| JANET ESTERVIG | Board Member | — | ||
| KIRA LOEHR | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELSY A SCHOENHAAR | Executive Director | 17.4% of Rev | ||
| MARCY WEILAND | Board President | — | ||
| EDRIC JOHNSON | Board President | — | ||
| ROBERT WAHLERS | Treasurer | — | ||
| PEGGY ROSIN | Secretary | — | ||
| JANET ESTERVIG | Board Member | — | ||
| KIRA LOEHR | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in WI for this NTEE subcategory; peer comparison would not be statistically meaningful.
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.
What's driving this score
- Comp-to-revenue ratio of 18.5% 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.