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
30
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | — | — | — | 35 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 42.1% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 40 | Fragile | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 37 | Fragile | Recovery | |
| 2016 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTINE OBERG | Board President | — | ||
| EMILY DOYLE | Board President | — | ||
| STUART RONKAINEN | Treasurer | — | ||
| AARON SWEARINGEN | Secretary | — | ||
| MARY ANN AUFDERHEIDE | Board Member | — | ||
| BRENNA BAST | Board Member | — | ||
| LENA CICHA | Board Member | — | ||
| ELLEN CORNWALL | Board Member | — | ||
| MARY LAURIE | Board Member | — | ||
| LISA LEWIS | Board Member | — | ||
| HEATHER PHILLIPS | Board Member | — | ||
| CLAYTON SMITH | Board Member | — | ||
| KRISTINE OBERG | Board President | — | ||
| EMILY DOYLE | Board President | — | ||
| STUART RONKAINEN | Treasurer | — | ||
| KRIS KAUTZMAN | Secretary | — | ||
| MARY ANN AUFDERHEIDE | Board Member | — | ||
| BRENNA BAST | Board Member | — | ||
| LENA CICHA | Board Member | — | ||
| ELLEN CORNWALL | Board Member | — | ||
| MARY LAURIE | Board Member | — | ||
| LISA LEWIS | Board Member | — | ||
| HEATHER PHILLIPS | Board Member | — | ||
| AARON SWEARINGEN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JON LEWIS | Executive Director | 25.2% of Rev | ||
| RON LATTIN | Executive Director | 6.7% of Rev | ||
| LENA CICHA | Board Member | — | ||
| ELLEN CORNWALL | Board Member | — | ||
| EMILY DOYLE | Board Member | — | ||
| JEFFREY OHLMANN | Board Member | — | ||
| HEATHER PHILLIPS | Board Member | — | ||
| AARON SWEARINGEN | Board Member | — | ||
| JIM WALDO | Board President | — | ||
| PAUL ZBARACKI | Board President | — | ||
| STUART RONKAINEN | Treasurer | — | ||
| KRIS KAUTZMAN | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JIM WALDO | Board President | — | ||
| PAUL ZBARACKI | Board President | — | ||
| JEFFREY BINA | Treasurer | — | ||
| KERRI FABYANSKE | Secretary | — | ||
| JOAN COCHRAN | Board Member | — | ||
| ALLISON EKLUND | Board Member | — | ||
| CHUCK KREITZER | Board Member | — | ||
| KRIS KAUTZMAN | Board Member | — | ||
| CANDICE MCCARDLE | Board Member | — | ||
| JEFFREY OHLMANN | Board Member | — | ||
| AARON SWEARINGEN | Board Member | — | ||
| STEPHANIE SWEARINGEN | 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
30 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
30 / 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 175 other orgs in MN with NTEE prefix A6.
Most-divergent component: financial score sits 7 points below the peer median (30 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.