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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 15.5% | 39 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 14.5% | 45 | Fragile | Decline Risk | |
| 2021 | — | — | 11.2% | 49 | Fragile | Recovery | |
| 2020 | — | — | 14.3% | 39 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 13.3% | 41 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 10.4% | 45 | Fragile | Recovery | |
| 2017 | — | — | 13.3% | 41 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 13.5% | 41 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 11.1% | 45 | Fragile | Decline Risk | |
| 2014 | — | — | 14.9% | 49 | Fragile | Recovery | |
| 2013 | — | — | 32.5% | 46 | Governance-Stressed | Gov Risk | |
| 2012 | — | — | — | 49 | Fragile | Decline Risk | |
| 2011 | — | — | — | 61 | Stable | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| K MARSHALL | Executive Dir. | 13.1% of Rev | ||
| H HOLTAN | Board President | — | ||
| L CONNELLY | Board Member | — | ||
| S CLANDON | Board Member | — | ||
| C BIBEAU | Board Member | — | ||
| R KJORLIEN | Board Member | — | ||
| B BARTOS | Treasurer | — | ||
| E WHIGHT | Board President | — | ||
| A OLSON-REINERS | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| K MARSHALL | Executive Dir. | 12.0% of Rev | ||
| H HOLTAN | Board President | — | ||
| S HOLL | Board President | — | ||
| S CLANDON | Board Member | — | ||
| C BIBEAU | Board Member | — | ||
| R KJORLIEN | Board Member | — | ||
| M KROMY | Treasurer | — | ||
| D WINEGAR | Board Member | — | ||
| A OLSON-REINERS | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| K MARSHALL | Executive Dir. | 11.8% of Rev | ||
| B BARTOS | Board President | — | ||
| S HOLL | Board President | — | ||
| S CLANDON | Board Member | — | ||
| A LEDDING | Board Member | — | ||
| HEIDI HOLTAN | Board Member | — | ||
| ERIN WHIGHT | Board Member | — | ||
| M KROMY | Treasurer | — | ||
| D WINEGAR | Board Member | — | ||
| A OLSON-REINERS | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 175 other orgs in MN with NTEE prefix A6.
Most-divergent component: program score sits 13 points above the peer median (45 vs. 32).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 41 → 39 over 5 years (declining by 2 points).
What's driving this score
- Comp-to-revenue ratio of 15.5% 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:
- 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.