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 | 21.7% | 12 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 38.7% | 9 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 63.1% | 9 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 101.1% | 11 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 22.4% | 20 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 24.6% | 20 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 22.7% | 22 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 20.6% | 28 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 13.1% | 31 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 21 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 20.7% | 20 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 42.5% | 18 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Helina Pakola | Executive Director | — | ||
| Jeff Kirkwood | Board Member | — | ||
| Regina Aufderheide | Treasurer | — | ||
| Charlotte Schu | Secretary | — | ||
| Heidi Schu | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Helina Pakola | Executive Director | — | ||
| Jeff Kirkwood | Board Member | — | ||
| Regina Aufderheide | Treasurer | — | ||
| Charlotte Schu | Secretary | — | ||
| Heidi Schu | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Helina Pakola | Executive Director | — | ||
| Jeff Kirkwood | Board Member | — | ||
| Regina Aufderheide | Treasurer | — | ||
| Charlotte Schu | Secretary | — | ||
| Heidi Schu | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Helina Pakola | Executive Director | 72.3% of Rev | ||
| Jeff Kirkwood | Board Member | — | ||
| Regina Aufderheide | Treasurer | — | ||
| Charlotte Schu | Secretary | — | ||
| Heidi Schu | Board Member | — |
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 38 points below the peer median (0 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 21.7% 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.