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
29
Score
Governance
50
Score
Financial
20
Score
Program
15
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | 11.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 8.9% | 35 | Fragile | Recovery | |
| 2020 | — | — | 13.5% | 29 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 41 | Fragile | Recovery | |
| 2015 | — | — | — | 37 | Fragile | Decline Risk | |
| 2014 | — | — | — | 47 | Fragile | Recovery | |
| 2013 | — | — | — | 41 | Fragile | Recovery | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NAVASHA KLAPOTZ | BUSINESS MAN | 11.8% of Rev | ||
| JAMES WAFLER | Board President | — | ||
| TRISTEN HELLER | VICE PRESIDE | — | ||
| TOM KOTVAL | Treasurer | — | ||
| LINA BELAR | Board Member | — | ||
| MARY CLEMENT | Board Member | — | ||
| DEAN FITCH | Board Member | — | ||
| KYLE BROWN | Board Member | — | ||
| KATIE BRIMHALL | Board Member | — | ||
| SUSAN KAVANAUGH | Board Member | — | ||
| MICHELL SAKRY-WINKELMAN | Board Member | — | ||
| MELISSA VONITTER | Board Member | — | ||
| PAM WIBLE | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NAVASHA KLAPOTZ | BUSINESS MAN | 11.8% of Rev | ||
| JAMES WAFLER | Board President | — | ||
| DAVID THOMPSON | VICE PRESIDE | — | ||
| TOM KOTVAL | Treasurer | — | ||
| LINA BELAR | Board Member | — | ||
| MARY CLEMENT | Board Member | — | ||
| DEAN FITCH | Board Member | — | ||
| BONNIE GRONEBERG | Board Member | — | ||
| TRISTAN HELLER | Board Member | — | ||
| SUSAN KAVANAUGH | Board Member | — | ||
| MICHELL SAKRY-WINKELMAN | Board Member | — | ||
| PAM WIBLE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NAVASHA KLAPOTZ | BUSINESS MAN | 10.2% of Rev | ||
| DEAN FITCH | Board President | — | ||
| JAMES WAFLER | VICE PRESIDE | — | ||
| TOM KOTVAL | Treasurer | — | ||
| MONA STEINKE | Board Member | — | ||
| BETTY ALDERMAN | Board Member | — | ||
| DEB GRIFFITH | Board Member | — | ||
| MARY CLEMENT | Board Member | — | ||
| SUSAN KAVANAUGH | Board Member | — | ||
| DON WENNBERG | Board Member | — | ||
| MICHELL SAKRY-WINKELMAN | Board Member | — | ||
| LINA BELAR | Board Member | — | ||
| PETER VOGEL | Board Member | — | ||
| DAVID THOMPSON | Board Member | — | ||
| BONNIE GRONEBERG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NAVASHA KLAPOTZ | BUSINESS MAN | 10.2% of Rev | ||
| DEAN FITCH | Board President | — | ||
| JAMES WAFLER | VICE PRESIDE | — | ||
| TOM KOTVAL | Treasurer | — | ||
| MONA STEINKE | Board Member | — | ||
| BETTY ALDERMAN | Board Member | — | ||
| DEB GRIFFITH | Board Member | — | ||
| MARY CLEMENT | Board Member | — | ||
| SUSAN KAVANAUGH | Board Member | — | ||
| DON WENNBERG | Board Member | — | ||
| MICHELL SAKRY-WINKELMAN | Board Member | — | ||
| LINA BELAR | Board Member | — | ||
| PETER VOGEL | Board Member | — | ||
| DAVID THOMPSON | Board Member | — | ||
| BONNIE GRONEBERG | 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
20 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
15 / 100
weight 20%
Overall
29 / 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: financial score sits 17 points below the peer median (20 vs. 37).
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 11.8% 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:
- 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.