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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 30.7% | 46 | Governance-Stressed | Gov Risk | |
| 2023 | — | — | — | 45 | Fragile | Recovery | |
| 2022 | — | — | 31.1% | 42 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | — | 51 | Fragile | Recovery | |
| 2020 | — | — | 28.1% | 48 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | — | 55 | Fragile | Recovery | |
| 2018 | — | — | — | 51 | Fragile | Stable Watch | |
| 2017 | — | — | — | 51 | Fragile | Stable Watch | |
| 2016 | — | — | — | 51 | Fragile | Decline Risk | |
| 2015 | — | — | — | 59 | Fragile | Recovery | |
| 2014 | — | — | — | 49 | Fragile | Decline Risk | |
| 2013 | — | — | — | 57 | Fragile | Recovery | |
| 2012 | — | — | — | 49 | Fragile | Recovery | |
| 2011 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON ZINTER | Board Member | 30.7% of Rev | ||
| ELAINE KLUCK | Board Member | — | ||
| CONNIE ERICKSON | Treasurer | — | ||
| RON WIISANEN | Board Member | — | ||
| JOHN R KLOCKE | Board Member | — | ||
| LEANNE GRONNEBERG | Board President | — | ||
| BAIRD HEILMAN | Board Member | — | ||
| MARJEAN SMITH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON ZINTER | Board Member | 23.3% of Rev | ||
| ELAINE KLUCK | Board Member | — | ||
| CONNIE ERICKSON | Treasurer | — | ||
| RON WIISANEN | Board Member | — | ||
| STEVE RACEK | Board Member | — | ||
| LEANNE GRONNEBERG | Board President | — | ||
| BOB ROHLA | Board Member | — | ||
| MARJEAN SMITH | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON ZINTER | Board Member | 21.2% of Rev | ||
| MARJORIE MARKUSEN | Board Member | — | ||
| CONNIE ERICKSON | Treasurer | — | ||
| RON WIISANEN | Board Member | — | ||
| STEVE RACEK | Board Member | — | ||
| LEANNE GRONNEBERG | Board President | — | ||
| BOB ROHLA | Board Member | — | ||
| MARJEAN SMITH | Board Member | — |
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: financial score sits 38 points above the peer median (75 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 30.7% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 30.7% to under 22% of revenue — would move governance score by ~17 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.