Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↑
Overall
35
Score
Governance
45
Score
Financial
15
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 20.6% | 35 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 22.1% | 45 | Governance-Stressed | Recovery | |
| 2021 | — | — | 27.3% | 42 | Governance-Stressed | Recovery | |
| 2020 | — | — | 20.2% | 39 | Fragile | Recovery | |
| 2019 | — | — | 23.4% | 33 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 20.7% | 33 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 16.1% | 39 | Fragile | Gov Risk | |
| 2016 | — | — | 14.6% | 39 | Fragile | Recovery | |
| 2015 | — | — | 20.7% | 26 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 10.6% | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | 11.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNAYA ROBISON | Artistic Director | 17.8% of Rev | ||
| TINA MECKEL | Executive Director | 12.1% of Rev | ||
| TINA MECKEL | Executive Director | 11.5% of Rev | ||
| JENNAYA ROBISON | Artistic Director | 9.1% of Rev | ||
| MATTHEW HELLAND | Board President | — | ||
| NANCY ANDERSON | Board Member | — | ||
| BRENDA BARTZ | Board President | — | ||
| BEVERLY HAMMOND | Board Member | — | ||
| ADAM KRUEGER | Secretary | — | ||
| DAVID JOHNSON | Board Member | — | ||
| KARI OLSON | Board Member | — | ||
| GREG AUNE | Board Member | — | ||
| JENNIFER BAKER-TRINITY | Board Member | — | ||
| LARRY DUNCAN | Board Member | — | ||
| PAUL HOFFMAN | Board Member | — | ||
| PHILIP EIDSVOLD | Board President | — | ||
| SANDRA CLINE | Board Member | — | ||
| STEVE BERG | Board Member | — | ||
| BOWMAN GRAY | Board Member | — | ||
| DAVID SOLI | Treasurer | — | ||
| LINDA ARMSTRONG | Board Member | — | ||
| ERIN JOHNSON | Board Member | — | ||
| JOE HOLAN | Board Member | — | ||
| MATTHEW HELLAND | Board President | — | ||
| JASON LANGWORTHY | Board President | — | ||
| KARI OLSON | Treasurer | — | ||
| ADAM KRUEGER | Secretary | — | ||
| NANCY ANDERSON | Board Member | — | ||
| LINDA ARMSTRONG | Board Member | — | ||
| GREG AUNE | Board Member | — | ||
| JENNIFER BAKER-TRINITY | Board Member | — | ||
| BRENDA BARTZ | Board Member | — | ||
| STEVE BERG | Board Member | — | ||
| SANDRA CLINE | Board Member | — | ||
| JOE HOLAN | Board Member | — | ||
| ERIN JOHNSON | Board Member | — | ||
| DIANA J LELAND | Board Member | — | ||
| NORMA PORTER | Board Member | — | ||
| DAVID SOLI | Board Member | — | ||
| ROBIN WAGNER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTINA MECKEL | EXECUTIVE DIR. | 11.7% of Rev | ||
| DAVID CHERWIEN | Artistic Director | 10.0% of Rev | ||
| BRENDA BARTZ | Board President | — | ||
| CARMEN RANGEL | Board Member | — | ||
| DAVID JOHNSON | Board Member | — | ||
| DAVID SOLI | Board Member | — | ||
| JASON LANGWORTHY | Treasurer | — | ||
| KAREN HUMPHREY | Secretary | — | ||
| KAREN WALHOF | Board Member | — | ||
| KATHERINE CASTILLE | Board Member | — | ||
| LARRY DUNCAN | Board Member | — | ||
| MATTHEW HELLAND | Board Member | — | ||
| PAUL HOFFMAN | Board Member | — | ||
| PHILIP EIDSVOLD | Board President | — | ||
| STEVE BERG | Board Member | — | ||
| TRAVIS KARSTAD | Board President | — | ||
| SANDRA CLINE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTINA MECKEL | EXECUTIVE DIR. | 11.5% of Rev | ||
| DAVID CHERWIEN | Artistic Director | 9.9% of Rev | ||
| PHILIP EIDSVOLD | Board President | — | ||
| BRENDA BARTZ | Board President | — | ||
| JASON LANGWORTHY | Treasurer | — | ||
| KAREN HUMPHREY | Secretary | — | ||
| STEVE BERG | Board Member | — | ||
| KATHERINE CASTILLE | Board Member | — | ||
| LARRY DUNCAN | Board Member | — | ||
| MATTHEW HELLAND | Board Member | — | ||
| PAUL HOFFMAN | Board Member | — | ||
| DAVID JOHNSON | Board Member | — | ||
| TRAVIS KARSTAD | Board President | — | ||
| CARMEN RANGEL | Board Member | — | ||
| DAVID SOLI | Board Member | — | ||
| KAREN WALHOF | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
35 / 100
Priority Review
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 28 points above the peer median (60 vs. 32).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 20.6% 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.