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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 11.8% | 42 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 9.4% | 44 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 12.4% | 44 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 12.1% | 46 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 7.2% | 50 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 7.6% | 50 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 11.6% | 52 | Fragile | Decline Risk | |
| 2016 | — | — | — | 44 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 9.2% | 48 | Fragile | Recovery | |
| 2014 | — | — | 6.8% | 46 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 1.0% | 51 | Fragile | Decline Risk | |
| 2012 | — | — | 8.4% | 54 | Fragile | Recovery | |
| 2011 | — | — | 21.0% | 43 | Fragile | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL KRIKAU | EXECUTIVE DI | — | ||
| KATHLEEN CANDEE | Board President | — | ||
| TERRY DAVIS | VICE PRESIDE | — | ||
| PATRICK HANSEN | Treasurer | — | ||
| MICHAEL SCHUMACHER | Secretary | — | ||
| RON EMANUEL | EXECUTIVE ME | — | ||
| AMANDA BAKER | Board Member | — | ||
| JIM DEJONG | Board Member | — | ||
| KATHRYN DREIFUERST | Board Member | — | ||
| MARGARET KARIUS | Board Member | — | ||
| STEVE MARCH-TORME | Board Member | — | ||
| PAT REIHER | Board Member | — | ||
| MICHAEL SERGI | Board Member | — | ||
| RICHARD WEHNER | Board Member | — | ||
| MOLLY HAACK | Board Member | — | ||
| MARY MUEHLIUS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHANNON KUPFER | EXECUTIVE DI | 9.6% of Rev | ||
| MARCUS BUTTS | Board Member | — | ||
| KATHLEEN CANDEE | Board Member | — | ||
| DWAYNE CLARK | Board Member | — | ||
| TERRY DAVIS | Board Member | — | ||
| KATHERINE DIEDERICH | Treasurer | — | ||
| RON EMANUEL | Board President | — | ||
| LAURA LAVEY | Board Member | — | ||
| MICHAEL LEB | Board Member | — | ||
| STEVE MARCH-TORME | Board Member | — | ||
| KELLY NORTON | Secretary | — | ||
| MICHAEL SERGI | Board Member | — | ||
| ERIC STONE | VICE PRESIDE | — | ||
| JULIANE TROICKI | Board Member | — | ||
| JULIE WALBER | Board Member | — | ||
| RICHARD WEHNER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JACQUELINE CORSI | Executive Director | 12.6% of Rev | ||
| TERRY DAVIS | Board Member | — | ||
| KATHERINE DIEDERICH | Treasurer | — | ||
| RON EMANUEL | Board President | — | ||
| LAURA LAVEY | Board Member | — | ||
| MICHAEL LEB | Board Member | — | ||
| THOMAS MONIZ | Board Member | — | ||
| KELLY NORTON | Board Member | — | ||
| LACEY SADOFF | Secretary | — | ||
| ERIC STONE | VICE PRESIDE | — | ||
| JULIANE TROICKI | Board Member | — | ||
| RICHARD WEHNER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 103 other orgs in WI with NTEE prefix A6.
Most-divergent component: program score sits 32 points above the peer median (60 vs. 28).
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 11.8% 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:
- 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.