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 | Hidden | Hidden | — | 52 | Fragile | Recovery | |
| 2022 | — | — | — | 49 | Fragile | Recovery | |
| 2021 | — | — | — | 44 | Fragile | Decline Risk | |
| 2020 | — | — | — | 48 | Fragile | Decline Risk | |
| 2019 | — | — | — | 52 | Fragile | Recovery | |
| 2018 | — | — | — | 49 | Fragile | Stable Watch | |
| 2017 | — | — | — | 52 | Fragile | Stable Watch | |
| 2016 | — | — | — | 49 | Fragile | Stable Watch | |
| 2015 | — | — | — | 52 | Fragile | Decline Risk | |
| 2014 | — | — | — | 65 | Stable | Stable Watch | |
| 2013 | — | — | — | 65 | Stable | Stable Watch | |
| 2012 | — | — | — | 61 | Stable | Stable Watch | |
| 2011 | — | — | — | 61 | Stable | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DALE NICKELS | Board President | — | ||
| SARA WARD CASSADY | Board President | — | ||
| ELIZABETH KRAEMER | Secretary | — | ||
| BRIAN JOHNSON | Treasurer | — | ||
| DEE BALDOCK | COMPTROLLER | — | ||
| TOM ARNOL | Board Member | — | ||
| KELLY KENDRICKS | Board Member | — | ||
| MARIE KYLE | Board Member | — | ||
| SARAH LEDERER | Board Member | — | ||
| BILL OWENS | Board Member | — | ||
| PAUL STILLER | Board Member | — | ||
| LYNN VILKER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DALE NICKELS | Board President | — | ||
| SARA WARD CASSADY | Board President | — | ||
| ELIZABETH KRAEMER | Secretary | — | ||
| BRIAN JOHNSON | Treasurer | — | ||
| DEE BALDOCK | COMPTROLLER | — | ||
| TOM ARNOL | Board Member | — | ||
| KIM ECKMAYER | Board Member | — | ||
| KB KENDRICKS | Board Member | — | ||
| MARIE KYLE | Board Member | — | ||
| SARAH LEDERER | Board Member | — | ||
| ALEX ROSENBAUM | Board Member | — | ||
| LYNN VILKER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DALE NICKELS | Board President | — | ||
| SARA WARD CASSADY | Board President | — | ||
| ELIZABETH KRAEMER | Secretary | — | ||
| BRIAN JOHNSON | Treasurer | — | ||
| DEE BALDOCK | COMPTROLLER | — | ||
| TOM ARNOL | Board Member | — | ||
| KIM ECKMAYER | Board Member | — | ||
| MATT GRZYEBOWSKI | Board Member | — | ||
| KB KENDRICKS | Board Member | — | ||
| MARIE KYLE | Board Member | — | ||
| SARAH LEDERER | Board Member | — | ||
| LYNN VILKER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DALE NICKELS | Board President | — | ||
| ALYSSA DVORAK | Board President | — | ||
| ELIZABETH KRAEMER | Secretary | — | ||
| BRIAN JOHNSON | Treasurer | — | ||
| DEE BALDOCK | COMPTROLLER | — | ||
| TOM ARNOL | Board Member | — | ||
| TERRY DVORAK | Board Member | — | ||
| KENDRA JOHNSON | Board Member | — | ||
| MARIE KYLE | Board Member | — | ||
| MATT PULDA | Board Member | — | ||
| LYNN VILKER | Board Member | — | ||
| SARA WARD CASSADY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in WI with NTEE prefix A6.
Most-divergent component: program score sits 17 points above the peer median (45 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.