Acute Resource Divergence
What does this mean?
Revenue is contracting significantly, but executive compensation percentage is rising. The organization is refusing to adjust its administrative overhead to match its new economic reality.
The Path Forward
The Realignment
Forces immediate balancing of administrative bloat against actual programmatic output. It demands that every dollar extracted for overhead be justified by community impact.
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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 22.5% | 25 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 21.7% | 33 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 20.0% | 47 | Fragile | Gov Risk | |
| 2020 | — | — | 14.9% | 49 | Fragile | Recovery | |
| 2019 | — | — | 17.6% | 39 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 14.2% | 45 | Fragile | Recovery | |
| 2017 | — | — | 18.8% | 37 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 16.1% | 41 | Fragile | Recovery | |
| 2015 | — | — | 18.4% | 30 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 16.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 13.6% | 45 | Fragile | Recovery | |
| 2012 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN WINKLE | Executive Director | 22.5% of Rev | ||
| HEATHER KESZLER | Board Member | 16.3% of Rev | ||
| JONATHAN WINKLE | Executive Director | 8.7% of Rev | ||
| DARLENE RIVEST | Board Member | — | ||
| CLAUDETTE KOLOSOWSKI | Board Member | — | ||
| PETER REYNOLDS | Board Member | — | ||
| LESLEY WALKER | Board Member | — | ||
| TAMMY ROSENBERG | Board Member | — | ||
| NANCY DEKRAAY | Board Member | — | ||
| GREG BARRON | Board Member | — | ||
| SHELLY WRUCK | Board President | — | ||
| PETER REYNOLDS | Board President | — | ||
| MARK FELDMANN | Secretary | — | ||
| TRACY LUTTERMAN | Treasurer | — | ||
| PETER REYNOLDS | Board President | — | ||
| SHELLY WRUCK | Board President | — | ||
| TRACY LUTTERMAN | Treasurer | — | ||
| MARK FELDMANN | Secretary | — | ||
| GREG BARRON | Board Member | — | ||
| NANCY DEKRAAY | Board Member | — | ||
| CLAUDETTE KOLOSOWSKI | Board Member | — | ||
| DARLENE RIVEST | Board Member | — | ||
| PETER REYNOLDS | Board Member | — | ||
| TAMMY ROSENBERG | Board Member | — | ||
| LESLEY WALKER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN WINKLE | Executive Director | 16.9% of Rev | ||
| PETER REYNOLDS | Board President | — | ||
| SHARON RAMQUIST | Board President | — | ||
| SHELLY WRUCK | Board President | — | ||
| TRACY LUTTERMAN | Treasurer | — | ||
| LINDA O'CONNELL | Secretary | — | ||
| MARK FELDMANN | Board Member | — | ||
| LESLEY WALKER | Board Member | — | ||
| CLAUDETTE KOLOSOWSKI | Board Member | — | ||
| DARLENE RIVEST | Board Member | — | ||
| WILLIAM MATHIS | Board Member | — | ||
| ANTON SCODWELL | Board Member | — | ||
| DALE SAVIN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH BENDER | Executive Director | 14.7% of Rev | ||
| SHARON RAMQUIST | Board President | — | ||
| SHELLY WRUCK | Board President | — | ||
| STEVE MCLAUGHLIN | Treasurer | — | ||
| LINDA O'CONNELL | Secretary | — | ||
| RHONDA DENEKA | Board Member | — | ||
| MARK FELDMANN | Board Member | — | ||
| JUSTIN PETERMAN | Board Member | — | ||
| CARRIE RICHMOND | Board Member | — | ||
| LESLEY WALKER | Board Member | — | ||
| JONATHAN WINKLE | Executive Director | — |
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: financial score sits 56 points below the peer median (0 vs. 56).
5-year trend: Acute Resource Divergence
Revenue is contracting significantly, but executive compensation percentage is rising. The organization is refusing to adjust its administrative overhead to match its new economic reality.
What's driving this score
- Comp-to-revenue ratio of 22.5% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.