Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
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
54
Score
Governance
55
Score
Financial
50
Score
Program
60
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 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 5.6% | 54 | Fragile | Recovery | |
| 2021 | — | — | 12.4% | 52 | Fragile | Stable Watch | |
| 2020 | — | — | 8.1% | 54 | Fragile | Stable Watch | |
| 2019 | — | — | 2.7% | 55 | Fragile | Recovery | |
| 2018 | — | — | 6.9% | 34 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 6.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 6.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 4.6% | 35 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 3.2% | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 4.3% | 35 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 5.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 4.8% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GRETCHEN BOULKA | Executive Director | 4.0% of Rev | ||
| CINDY O'KONEK | Treasurer | 2.4% of Rev | ||
| HANNA LORD | Board President | — | ||
| JEFFREY PETERSON | Board President | — | ||
| CHRIS STALBOERGER | Secretary | — | ||
| LYNN METCALF | Board Member | — | ||
| MEGHAN DINGMANN | Board Member | — | ||
| ALYSE WEIS | Board Member | — | ||
| MELISSA FRADETTE | Board Member | — | ||
| ABDI DAISANE | Board Member | — | ||
| JON RUIS | Board Member | — | ||
| BILL MARTIN CHAFFEE | Board Member | — | ||
| MIKE NICHOLS | Board Member | — | ||
| JANE OXTN | Board Member | — | ||
| CHOCOLETTA SIMPSON | Board Member | — | ||
| ADAM SCHAD | Board Member | — | ||
| JAKE ANDERSON | CITY COUNCILMAN (END 12/2024) | — | ||
| TAMI CALHOUN | CITY COUNCILPERSON (BEG 01/2025) | — | ||
| SCOTT ZLOTNIK | CITY ADMINISTRATOR | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GRETCHEN BOULKA | Executive Director | 3.5% of Rev | ||
| CINDY O'KONEK | CHIEF FINANCIAL OFFICER | 2.4% of Rev | ||
| JANET TILSTRA | Board Member | — | ||
| MEGHAN DINGMANN | Board Member | — | ||
| ALYSE WEIS | Board Member | — | ||
| MELISSA FRADETTE MSN RN | Board Member | — | ||
| ABDI DAISANE | Board Member | — | ||
| JON RUIS | Board Member | — | ||
| JAKE ANDERSON | CITY COUNCILMAN | — | ||
| SCOTT ZLOTNIK | CITY ADMINISTRATOR | — | ||
| HANNA LORD | Board President | — | ||
| JEFFREY PETERSON | Board President | — | ||
| CHRIS STALBOERGER | Secretary | — | ||
| ELNA BATEMAN | Board Member | — | ||
| LYNN METCALF | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BOB JOHNSON | Executive Director | 3.7% of Rev | ||
| CINDY O'KONEK | Treasurer | 1.9% of Rev | ||
| KING BANAIAN | Board President | — | ||
| CHRIS STALBOERGER | Board President | — | ||
| ELNA BATEMAN | Board Member | — | ||
| DAVID DEBLIECK | Board Member | — | ||
| JOHN MATHEWS | Board Member | — | ||
| JUNE ROOS | Board Member | — | ||
| MELINDA TAMM | Board Member | — | ||
| JANET TILSTRA | Board Member | — | ||
| DAN TORGERSEN | Board Member | — | ||
| LYNN METCALF | Board Member | — | ||
| MEGHAN DINGMANN | Board Member | — | ||
| ALYSE WEIS | Board Member | — | ||
| HANNA LORD | Board Member | — | ||
| MELISSA FRADETTE MSN RN | Board Member | — | ||
| JEFFREY PETERSON | Board Member | — | ||
| PAUL BRANDMIRE | CITY COUNCILMAN | — | ||
| SCOTT ZLOTNIK | CITY ADMINISTRATOR | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BOB JOHNSON | Executive Director | 3.9% of Rev | ||
| CINDY O'KONEK | Treasurer | 2.5% of Rev | ||
| KING BANAIAN | Board President | — | ||
| CHRIS STALBOERGER | Board President | — | ||
| ELNA BATEMAN | Board Member | — | ||
| DAVID DEBLIECK | Board Member | — | ||
| JOHN MATHEWS | Board Member | — | ||
| JUNE ROOS | Board Member | — | ||
| MELINDA TAMM | Board Member | — | ||
| JANET TILSTRA | Board Member | — | ||
| DAN TORGERSEN | Board Member | — | ||
| LYNN METCALF | Board Member | — | ||
| MEGHAN DINGMANN | Board Member | — | ||
| ALYSE WEIS | Board Member | — | ||
| HANNA LORD | Board Member | — | ||
| PAUL BRANDMIRE | Board Member | — | ||
| ABDI DAISANE | Board Member | — | ||
| MELISSA FRADETTE MSN RN | Board Member | — | ||
| JEFFREY PETERSON | Board Member | — | ||
| SCOTT ZLOTNIK | CITY ADMINISTRATOR | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
54 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in MN for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 5.9% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.