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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 19.6% | 40 | Fragile | Gov Risk | |
| 2023 | — | — | 22.7% | 40 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 21.3% | 43 | Fragile | Gov Risk | |
| 2021 | — | — | — | 50 | Fragile | Recovery | |
| 2020 | — | — | 23.3% | 49 | Fragile | Recovery | |
| 2019 | — | — | 12.4% | 35 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 47 | Fragile | Recovery | |
| 2017 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 45 | Fragile | Recovery | |
| 2013 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 39 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNA RYBICKI | Executive Director | 19.6% of Rev | ||
| ELLEN WYNKOOP | Board Member | — | ||
| MARK STEIDINGER | Board Member | — | ||
| ELLEN DOVRE | Board Member | — | ||
| CHIAYU HSU | Board Member | — | ||
| MIRIAM SCHWIEBERT | Board Member | — | ||
| MEGGAN WILSON | Board Member | — | ||
| JAY BOULEY | Board President | — | ||
| TEVA DEKEL | BOARD MEMBBER | — | ||
| ROB KUCHTA | Board President | — | ||
| MAJORIE CRAEMER | Treasurer | — | ||
| JAY BOULEY | Board President | — | ||
| ADAM OLIVER | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNA RYBICKI | Executive Director | 20.4% of Rev | ||
| GLORIA SONG | Board Member | — | ||
| ELLEN DOVRE | Board Member | — | ||
| JAY BOULEY | Board Member | — | ||
| MARK STEIDINGER | Board Member | — | ||
| ROB KUCHTA | Board President | — | ||
| ELLEN WYNKOOP | Secretary | — | ||
| DAVID HUBER | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNA RYBICKI | Executive Director | 15.3% of Rev | ||
| MARK STEIDINGER | Board Member | — | ||
| GLORIA SONG | Board Member | — | ||
| ANNA RYBICKI | Executive Director | — | ||
| ELLEN WYNKOOP | Secretary | — | ||
| ROB KUCHTA | Board President | — | ||
| NICK PHILIPS | Board President | — | ||
| DAVID HUBER | Treasurer | — | ||
| SUSAN HALDERMAN | ORCH CONCIL REP | — | ||
| ELLEN WYNKOOP | Secretary | — | ||
| LIZ WILSON | Treasurer | — | ||
| MARK STEIDINGER | Board Member | — | ||
| WALKER STUTZMAN | Board Member | — | ||
| GLORIA SONG | CVYS REP | — | ||
| ROBERT KUCHTA | Board President | — | ||
| TAMM STEARNS | Board Member | — | ||
| NICK PHILIPS | Board Member | — | ||
| DAVID HUBER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNA RYBICKI | Executive Director | 10.8% of Rev | ||
| SUSAN HALDERMAN | Board Member | — | ||
| KARLA HEDGE | Board Member | — | ||
| KATHY PRINDLE | Board Member | — | ||
| COLLEEN LEAHY | Board Member | — | ||
| ELLEN WYNKOOP | Board Member | — | ||
| LIZ WILSON | Board Member | — | ||
| MARK STEIDINGER | Board Member | — | ||
| WALKER STUTZMAN | Board Member | — | ||
| GLORIA SONG | Board Member | — | ||
| KAREN GILLUM ALEXY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 183 other orgs in WI with NTEE prefix A6.
Most-divergent component: governance score sits 20 points below the peer median (45 vs. 65).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 19.6% 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.