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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 10.5% | 46 | Fragile | Stable Watch | |
| 2022 | — | — | 7.0% | 48 | Fragile | Recovery | |
| 2021 | — | — | 17.5% | 45 | Fragile | Recovery | |
| 2020 | — | — | 7.6% | 40 | Fragile | Recovery | |
| 2019 | — | — | 9.4% | 36 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 9.6% | 36 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 9.1% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 10.5% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 5.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 7.9% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 8.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 7.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 6.8% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SEAN WRIGHT | Executive Director | 6.0% of Rev | ||
| SEAN WRIGHT | Executive Director | 6.0% of Rev | ||
| MERRY LITTLE | Board Member | 3.0% of Rev | ||
| MERRY LITTLE | Board Member | 3.0% of Rev | ||
| JENNY SWEENEY | Board President | — | ||
| TODD NICKLAUS | Board President | — | ||
| ANGELA LENTZ | Secretary | — | ||
| GLENDON PETERSON | Treasurer | — | ||
| KANDACE ELMERGREEN | Board Member | — | ||
| CHRIS GERBOTH | Board Member | — | ||
| KAY GRULING | Board Member | — | ||
| TRACY HOUGUM | Board Member | — | ||
| DEAN NIENHUIS | Board Member | — | ||
| SHANNA YONKE | Board Member | — | ||
| JENNY SWEENEY | Board President | — | ||
| TODD NICKLAUS | Board President | — | ||
| ANGELA LENTZ | Secretary | — | ||
| GLENDON PETERSON | Treasurer | — | ||
| KANDACE ELMERGREEN | Board Member | — | ||
| CHRIS GERBOTH | Board Member | — | ||
| KAY GRULING | Board Member | — | ||
| TRACY HOUGUM | Board Member | — | ||
| DEAN NIENHUIS | Board Member | — | ||
| SHANNA YONKE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SEAN WRIGHT | Executive Director | 3.5% of Rev | ||
| MERRY LITTLE | Board Member | 2.2% of Rev | ||
| ANGELA LENTZ | Secretary | — | ||
| DENIS CREVIER | Treasurer | — | ||
| AMY FAZENDIREIF | Board Member | — | ||
| CHRIS GERBOTH | Board Member | — | ||
| KAY GRULING | Board Member | — | ||
| TODD NICKLAUS | Board Member | — | ||
| DEAN NIENHUIS | Board Member | — | ||
| STEVE RUPPEL | Board Member | — | ||
| GLENDON PETERSON | Board Member | — | ||
| CARI LOGEMANN | Board President | — | ||
| KEVIN WOLF | Board President | — | ||
| JENNY SWEENEY | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SEAN WRIGHT | Executive Director | 4.5% of Rev | ||
| MERRY LITTLE | Board Member | 2.9% of Rev | ||
| ANGELA LENTZ | Secretary | — | ||
| DENIS CREVIER | Treasurer | — | ||
| AMY FAZENDIREIF | Board Member | — | ||
| CHRIS GERBOTH | Board Member | — | ||
| JAMIE LYON | Board Member | — | ||
| TODD NICKLAUS | Board Member | — | ||
| DEAN NIENHUIS | Board Member | — | ||
| STEVE RUPPEL | Board Member | — | ||
| JENNY SWEENY | Board Member | — | ||
| CARI LOGEMANN | Board President | — | ||
| KEVIN WOLF | Board President | — |
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 31 points above the peer median (60 vs. 29).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 36 → 46 over 5 years (improving by 10 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 10.5% sits within the sector's healthy band (18–22%).
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.