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
50
Score
Financial
15
Score
Program
45
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 | — | — | 14.9% | 35 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 10.9% | 48 | Fragile | Stable Watch | |
| 2021 | — | — | 12.2% | 45 | Fragile | Recovery | |
| 2020 | — | — | — | 43 | Fragile | Recovery | |
| 2019 | — | — | 12.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 12.7% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 27.9% | 22 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 23.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 20.6% | 37 | Fragile | Recovery | |
| 2014 | — | — | 23.3% | 31 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 20.8% | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 16.6% | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 16.0% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN STOCKS | Executive Director | 14.9% of Rev | ||
| DENNIS WHIPPLE | Executive Director | 8.3% of Rev | ||
| CHUCK HUEBNER | Board Member | — | ||
| GREGORY TRUMAN | Treasurer | — | ||
| JUSTIN RUDNICK | Board Member | — | ||
| STEVEN MUNNELLY | Board President | — | ||
| KENNY BECK | Board Member | — | ||
| MARGARET WESTIN | Board President | — | ||
| PHIL BOELTER | Board Member | — | ||
| LANCE MORGAN | Secretary | — | ||
| ZACH RIDER | Board President | — | ||
| RANDY SCHAFER | Board Member | — | ||
| ERIK ANDERSON | Board Member | — | ||
| SAM DENNIS | Vice President | — | ||
| BRIAN THIELKE | Board Member | — | ||
| JEFF EBERHARD | Board Member | — | ||
| JENNY HARDING | Board Member | — | ||
| TIM J PETERSON | Treasurer | — | ||
| BRENT MORRIS-ZANGLA | Board President | — | ||
| CHUCK HUEBNER | Board Member | — | ||
| JUSTIN RUDNICK | Board President | — | ||
| STEVEN MUNNELLY | Board Member | — | ||
| KENNY BECK | Board President | — | ||
| MARGARET WESTIN | Board Member | — | ||
| PHIL BOELTER | Treasurer | — | ||
| LANCE MORGAN | Secretary | — | ||
| ZACH RIDER | Vice President | — | ||
| CARLOS SALDANA | Board Member | — | ||
| KENNY CHRISTOPHER | Board Member | — | ||
| RANDY SCHAFER | Board Member | — | ||
| GREGORY TRUMAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN STOCKS | Executive Director | 12.9% of Rev | ||
| KENNY BECK | Board President | — | ||
| SHANNON O'BRIEN | Board President | — | ||
| PHIL BOELTER | Treasurer | — | ||
| STEFFIE FIORE | Secretary | — | ||
| SAM KREIDENWEIS | Secretary | — | ||
| CARLOS SALDANA | Board Member | — | ||
| GLENN BATES | Board Member | — | ||
| BRIAN CARLSON | Board Member | — | ||
| DANIEL HODGES | Board Member | — | ||
| CHUCK HUEBNER | Board Member | — | ||
| LANCE MORGAN | Board Member | — | ||
| HUGH SMELTEKOP | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN AZBILL-SALISBURY | Board President | — | ||
| KENNY BECK | Board President | — | ||
| PHIL BOELTER | Treasurer | — | ||
| STEFFIE FIORE | Secretary | — | ||
| CHUCK HUEBER | Board President | — | ||
| ERIC AYEN | Board Member | — | ||
| ERIN BERNIER | Board Member | — | ||
| MATT HELGASON | Board Member | — | ||
| DANIEL HODGES | Board Member | — | ||
| LANCE MORGAN | Board Member | — | ||
| SHANNON O'BRIEN | Board Member | — | ||
| HUGH SMELTEKOP | Board Member | — | ||
| DION GRACE | Vice President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN AZBILL-SALISBURY | Board President | — | ||
| KENNY BECK | Board President | — | ||
| PHIL BOELTER | Treasurer | — | ||
| BRYAN OLSON | Secretary | — | ||
| ERIK ANDERSON | Board President | — | ||
| CHUCK HUEBER | Vice President | — | ||
| ERIC AYEN | Board Member | — | ||
| ERIN BERNIER | Board Member | — | ||
| ALAN BRAUN | Board Member | — | ||
| STEFFIE FIORE | Board Member | — | ||
| MATT HELGASON | Board Member | — | ||
| DANIEL HODGES | Board Member | — | ||
| LANCE MORGAN | Board Member | — | ||
| SHANNON O'BRIEN | Board Member | — | ||
| JORDAN ROBERGE | 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
50 / 100
weight 40%
Program scale
45 / 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 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 14.9% 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.