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 | Hidden | Hidden | 10.6% | 46 | Financially Distressed | Recovery | |
| 2023 | — | — | 16.3% | 45 | Fragile | Gov Risk | |
| 2022 | — | — | 14.5% | 47 | Fragile | Recovery | |
| 2021 | — | — | 25.8% | 48 | Governance-Stressed | Recovery | |
| 2020 | — | — | 11.9% | 48 | Fragile | Decline Risk | |
| 2019 | — | — | 10.7% | 52 | Fragile | Recovery | |
| 2018 | — | — | 10.3% | 48 | Fragile | Decline Risk | |
| 2017 | — | — | 11.3% | 48 | Fragile | Decline Risk | |
| 2016 | — | — | 8.8% | 54 | Fragile | Recovery | |
| 2015 | — | — | 12.5% | 48 | Fragile | Decline Risk | |
| 2014 | — | — | 9.5% | 54 | Fragile | Recovery | |
| 2013 | — | — | 11.7% | 48 | Fragile | Stable Watch | |
| 2012 | — | — | 12.2% | 48 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROXANNE L HEATON | Executive Director | 10.6% of Rev | ||
| JIM SCHWERT | Board President | — | ||
| GARY LASCHE | Treasurer | — | ||
| KEN ROWE | Board President | — | ||
| SUSAN ADELMAN | Secretary | — | ||
| JOAN SUKO | Board Member | — | ||
| LORI BAUER | Board Member | — | ||
| LAURA BERNSTEIN | Board Member | — | ||
| JACKIE PETERSON | Board Member | — | ||
| MARTHA MCLAUGHLIN | Board Member | — | ||
| BARBARA MCBURNEY | Board Member | — | ||
| CURT PAULSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROXANNE L HEATON | Executive Director | 9.2% of Rev | ||
| MARY LARSON | Treasurer | 2.9% of Rev | ||
| JIM SCHWERT | Board President | — | ||
| CURT PAULSEN | Board President | — | ||
| GARY LASCHE' | Treasurer | — | ||
| SARAH GIBSON | Secretary | — | ||
| LAURA BERNSTEIN | Board Member | — | ||
| BARBARA MCBURNEY | Board Member | — | ||
| MARTHA MCLAUGHLIN | Board Member | — | ||
| JACKIE PETERSON | Board Member | — | ||
| JOAN SUKO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROXANNE L HEATON | Executive Director | 9.2% of Rev | ||
| IRMA SULLIVAN | ACCOUNTANT | 2.7% of Rev | ||
| DENISE LESKINEN | Board President | — | ||
| BARBARA MCBURNEY | Board President | — | ||
| MARY LARSON | Treasurer | — | ||
| GARY LASCHE' | Treasurer | — | ||
| SARAH GIBSON | Secretary | — | ||
| LAURA BERNSTEIN | Board Member | — | ||
| CYNTHIA DYSTE | Board Member | — | ||
| CHRISSY FIELD | Board Member | — | ||
| LANCE JEPPSON | Board Member | — | ||
| CURT PAULSEN | Board Member | — | ||
| JIM SCHWERT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROXANNE L HEATON | Executive Director | 9.2% of Rev | ||
| IRMA SULLIVAN | ACCOUNTANT | 2.8% of Rev | ||
| BARBARA MCBURNEY | Board President | — | ||
| DENISE LESKINEN | Board President | — | ||
| MARY LARSON | Treasurer | — | ||
| SARAH GIBSON | Secretary | — | ||
| LAURA BERNSTEIN | Board Member | — | ||
| CYNTHIA DYSTE | Board Member | — | ||
| CRISSY FIELD | Board Member | — | ||
| LANCE JEPPSON | Board Member | — | ||
| GARY LASCHE | Board Member | — | ||
| CURT PAULSEN | Board Member | — | ||
| JIM SCHWERT | Board Member | — | ||
| KATIE SEARL | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 47 other orgs in MN with NTEE prefix A2.
Most-divergent component: program score sits 23 points above the peer median (60 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 10.6% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.