Organizational Highlights

• Continued delivery of individualized, relationship-based youth mentoring services in St. Croix County and

surrounding areas.

• Strategic refinement of service contracts, including planned closure of RWC CCS and restructuring of Saint Croix

County CCS to align with sustainability and mission.

• Strengthened collaboration with St. Croix County CLTS through in-person and virtual meetings focused on service

alignment and quality.

• Ongoing emphasis on thoughtful transitions for youth and families when services concluded.

​

Youth & Program Impact

•  Provided consistent one-to-one mentoring and therapeutic support through CLTS services.

•  Maintained weekly, community-based sessions focused on emotional regulation, confidence building, executive
  functioning, and life skills.

•  Expanded flexibility in session planning to enhance youth engagement and individualized goal tracking.

•  Maintained high continuity of care through staff restructuring and program stabilization.

•  Continued strong collaboration with families, schools, and county case managers.

​

Financial Stewardship & Sustainability

• Program services represented approximately 85% of total expenses, demonstrating strong mission alignment.

• Revenues and expenses remained closely aligned, reflecting careful fiscal management throughout year.

• Reduced total organizational debt significantly throughout 2025.

•  Sold Suite 106 property, resulting in an estimated annual savings of approximately $18,500.

• Transitioned and refinanced vehicle assets to reduce long-term financial strain.

• Line of credit interest rate reduced during the year, along with debt down to 0.

• Improved reporting clarity and board oversight of financial statements.

• Began evaluating QuickBooks class tracking for improved grant reporting and federal compliance structure.

• As systems stabilized, a greater portion of the Executive Director’s time shifted back to direct program leadership

and youth-facing work — reflected in functional expense reporting and program ratios.

​

Governance & Compliance

• Board met regularly throughout 2025 with both in-person and virtual sessions. 

• Filed and approved IRS Form 990.

• Received Wisconsin Charitable Organization approval for state compliance.

• Advanced Whistleblower Policy and Document Retention Policy refinement.

• Continued annual conflict-of-interest transparency and documentation.

• Conducted board role nominations and confirmations for 2026 leadership structure.

​

Staffing & Organizational Development

• Transitioned all team members to hourly compensation structure to improve clarity and sustainability.

• Conducted performance reviews and approved structured wage adjustments for key team members.

• Approved health insurance transition to Medica and dental coverage to Companion Life.

• Advanced Simple IRA enrollment for eligible employees.

• Navigated staffing transitions with intentional restructuring to maintain continuity of youth services.

• Continued leadership development and supervision for youth professionals.

 

Fundraising & Community Engagement

• Hosted community fundraising events including:

• Culver’s Give Back Night

• Milwaukee Burger Night

• Applied for multiple grants focused on vehicle support and program sustainability.

• Began planning for future diversified fundraising efforts, including potential annual development.

• Evaluated long-term strategy for reducing reliance on government funding and increasing private support.

​

Strategic Decisions in 2025

• Realigned service contracts to reduce administrative strain and increase mission focus.

• Prioritized sustainability over rapid growth.

• Chose intentional financial restructuring over expansion.

• Approved full website redesign to strengthen community presence and communication.

• Began 2026 budget planning with clearer expense categorization and forecasting tools.

​

Looking Ahead to 2026

• Implement structured 2026 operating budget with improved program, administrative, and fundraising

categorization.

• Explore expanded private-pay and scholarship models to reduce funding concentration risk.

• Continue strengthening county relationships while diversifying revenue sources.

• Evaluate long-term vehicle sustainability and transportation planning.

• Continued full website launch and strengthen public messaging.

• Continue refining service titles and structure for clarity and marketing alignment.

​

Rooted in Strength
O-I-See Youth Strategies’ mission was grounded in 2011, incorporated as a nonprofit in 2016, and continues to evolve
with intention. The work began long before formal structure, grounded in the belief that youth are strong, capable, and
deserving of individualized support that honors who they are. 2025 was a year of stabilization, restructuring, and
renewed clarity. The foundation strengthened and our little “system” is becoming clearer within the mission and vision
for individualized support for children.