Institutional Maturation
What does this mean?
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
The Path Forward
The Crown
A mandate to lead the sector. It encourages the organization to mentor emerging nonprofits and embark on generational capital projects, leveraging their profound stability.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 5.8% | 44 | Fragile | Stable Watch | |
| 2022 | — | — | 6.3% | 44 | Fragile | Stable Watch | |
| 2021 | — | — | 4.8% | 45 | Fragile | Recovery | |
| 2020 | — | — | 3.0% | 43 | Fragile | Decline Risk | |
| 2019 | — | — | 7.2% | 44 | Fragile | Recovery | |
| 2018 | — | — | 8.8% | 38 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 9.1% | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAREY ZAWLOCKI | Executive Director | 5.8% of Rev | ||
| FALICIA HINES | Board President | — | ||
| JP CROAKE | Treasurer | — | ||
| LUCY GREIMEL | Secretary | — | ||
| SARAH BAHAUDDIN | Board Member | — | ||
| RACHEL ELLETT | Board Member | — | ||
| RYANN FOELKER | Board Member | — | ||
| EMILY GRIFFITH | Board Member | — | ||
| JEN GUNDRY | Board Member | — | ||
| ANN MCDERMOTT | Board Member | — | ||
| LINDSEY PEETERS | Board Member | — | ||
| RALPH RUSSO | Board Member | — | ||
| SEEP PALIWAL | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAREY ZAWLOCKI | Executive Director | 4.8% of Rev | ||
| MEGHAN KRAUSE | Board President | — | ||
| MEGAN PURTELL | Board President | — | ||
| EMILY BALSLEY | Board Member | — | ||
| EVE GALANTER | Board Member | — | ||
| RACHEL WERNER | Board Member | — | ||
| LUCY GREIMEL | Board Member | — | ||
| JP CROAKE | Board Member | — | ||
| RALPH RUSSO | Board Member | — | ||
| CHUCK BAUER | Board Member | — | ||
| SEEP PALIWAL | Board Member | — | ||
| ANN MCDERMOTT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAREY ZAWLOCKI | Executive Director | 2.4% of Rev | ||
| MEGHAN KRAUSE | Board President | — | ||
| MEGAN PURTELL | Board President | — | ||
| RALPH RUSSO | Treasurer | — | ||
| EMILY BALSLEY | Board Member | — | ||
| EVE GALANTER | Board Member | — | ||
| RACHEL WERNER | Board Member | — | ||
| LUCY GREIMEL | Board Member | — | ||
| JP CROAKE | Board Member | — | ||
| CHUCK BAUER | Board Member | — | ||
| SEEP PALIWAL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MONICA WAHLBERG THRU MAY | Executive Director | 5.9% of Rev | ||
| JULIA KERR | Board President | — | ||
| MEGAN PURTELL | Board President | — | ||
| COLLEEN CARMONA | Treasurer | — | ||
| EMILY BALSLEY | Board Member | — | ||
| EVE GALANTER | Board Member | — | ||
| THERESA MCARDLE | Board Member | — | ||
| DANA SCHECKEL | Board Member | — | ||
| MEGHAN KRAUSE | Board Member | — | ||
| MCKENZIE GLYN-ZDRALE | Board Member | — | ||
| JP CROAKE | Board Member | — | ||
| RALPH RUSSO | Board Member | — | ||
| CHUCK BAUER | Board Member | — | ||
| CAREY ZAWLOCKI BEG JUNE | Executive Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 94 other orgs in WI with NTEE prefix A2.
Most-divergent component: financial score sits 48 points below the peer median (25 vs. 73).
5-year trend: Institutional Maturation
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
What's driving this score
- Comp-to-revenue ratio of 5.8% 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.