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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 34.5% | 19 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 22 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 33.7% | 29 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 46.7% | 29 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 35.1% | 13 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 35.8% | 13 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 34.3% | 24 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 27.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 2.0% | 40 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 36.0% | 34 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 23.5% | 39 | Fragile | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| REBECCA SCHEELE | EXECUTIVE DI | 34.5% of Rev | ||
| BARBARA BANAIAN | Secretary | — | ||
| BRYANT A JULSTROM | VICE PRESIDE | — | ||
| DIANE LARSON | Treasurer | — | ||
| LIZ MACKEY | Board Member | — | ||
| MAUREEN MCCARTER | Board President | — | ||
| KRISTIAN TWOMBLY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARBARA BANAIAN | Secretary | — | ||
| SEAN JACOBSON | Board Member | — | ||
| BRYANT A JULSTROM | VICE PRESIDE | — | ||
| DIANE LARSON | Treasurer | — | ||
| REBECCA SCHEELE | EXECUTIVE DI | — | ||
| KRISTIAN TWOMBLY | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| REBECCA SCHEELE | EXECUTIVE DI | 34.5% of Rev | ||
| BARBARA BANAIAN | Secretary | — | ||
| SEAN JACOBSON | Board Member | — | ||
| BRYANT A JULSTROM | VICE PRESIDE | — | ||
| DIANE LARSON | Treasurer | — | ||
| KRISTIAN TWOMBLY | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| REBECCA SCHEELE | EXECUTIVE DI | 31.6% of Rev | ||
| BARBARA BANAIAN | Secretary | — | ||
| DAVID DIES | Board Member | — | ||
| SEAN JACOBSON | Board Member | — | ||
| BRYANT A JULSTROM | VICE PRESIDE | — | ||
| DIANE LARSON | Treasurer | — | ||
| KRISTIAN TWOMBLY | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 174 other orgs in MN with NTEE prefix A6.
Most-divergent component: financial score sits 23 points below the peer median (15 vs. 38).
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 34.5% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 34.5% to under 22% of revenue — would move governance score by ~25 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.