Institutional Maturation
What does this mean?
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
The Path Forward
The Crown
A mandate to lead the sector. It encourages the organization to mentor emerging nonprofits and embark on generational capital projects, leveraging their profound stability.
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 | 9.7% | 46 | Fragile | Recovery | |
| 2022 | — | — | — | 39 | Fragile | Decline Risk | |
| 2021 | — | — | — | 48 | Fragile | Recovery | |
| 2020 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 9.4% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 6.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 9.9% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 10.8% | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 10.2% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ross Willits | Executive Director | 9.7% of Rev | ||
| Marty Marrone | Board Member | — | ||
| Kim Curtis-Monson | Board Member | — | ||
| Nathan Ertl | Board Member | — | ||
| Evonne Bilotta-Burke | Board Member | — | ||
| Penelope Hillemann | Board President | — | ||
| Brett Day | Board President | — | ||
| Russell Lane | Treasurer | — | ||
| Sophie Galep | Secretary | — | ||
| Lucy Weberling | Board Member | — | ||
| Dale Gruber | Board Member | — | ||
| George Rothenberger | Board Member | — | ||
| Edie Loy | Board Member | — | ||
| Rudolph Marti | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lucy Weberling | Board Member | — | ||
| Dale Gruber | Board Member | — | ||
| Jim Franczyk | Board Member | — | ||
| Mabel Houle | Treasurer | — | ||
| Roberta Podrug | Treasurer | — | ||
| Penelope Hillemann | Secretary | — | ||
| Shane Zack | Secretary | — | ||
| Jason Juran | Board President | — | ||
| Nicolas Hentges | Board President | — | ||
| Brett Day | Board Member | — | ||
| Phaedra Johnson | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Nicolas Hentges | Board President | — | ||
| Jason Juran | Board President | — | ||
| Shane Zack | Secretary | — | ||
| Roberta Podrug | Treasurer | — | ||
| Brett Day | Board Member | — | ||
| Phaedra Johnson | Board Member | — | ||
| Lucy Weberling | Board Member | — | ||
| Dale Grubor | Board Member | — | ||
| Jim Franczyk | Board Member | — | ||
| Mabel Houle | Board Member | — | ||
| Penelope Hilleman | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Nic Hentges | Board President | — | ||
| Jason Juran | Board President | — | ||
| Shane Zack | Secretary | — | ||
| Roberta Podrug | Treasurer | — | ||
| Brett Day | Board Member | — | ||
| Bill Lindroos | Board Member | — | ||
| Rudy Marti | Board Member | — | ||
| Dale Grubor | Board Member | — | ||
| Mark Anderson | Board Member | — | ||
| Mabel Houle | Board Member | — | ||
| Penny Hilleman | 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: program score sits 13 points above the peer median (45 vs. 32).
5-year trend: Institutional Maturation
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
What's driving this score
- Comp-to-revenue ratio of 9.7% 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.