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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 8.0% | 47 | Fragile | Stable Watch | |
| 2022 | — | — | 3.3% | 52 | Fragile | Stable Watch | |
| 2021 | — | — | 7.5% | 47 | Fragile | Stable Watch | |
| 2020 | — | — | 8.8% | 47 | Fragile | Recovery | |
| 2019 | — | — | — | 35 | Fragile | Decline Risk | |
| 2018 | — | — | 1.1% | 44 | Fragile | Recovery | |
| 2017 | — | — | 1.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 6.8% | 37 | Fragile | Decline Risk | |
| 2015 | — | — | 1.3% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 11.7% | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 7.8% | 43 | Fragile | Recovery | |
| 2012 | — | — | 11.5% | 37 | Fragile | Recovery | |
| 2011 | — | — | 9.0% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VICTORIA BARTKOWIAK | EXECUTIVE DI | 7.9% of Rev | ||
| MELANIE ABRAHAM | Board Member | — | ||
| JEFFREY JACKSON | Board Member | — | ||
| JAMIE JENNISSEN | Board Member | — | ||
| MIKE JENSEN | Board Member | — | ||
| MAGGIE JONES | Board Member | — | ||
| DAVID PHILLIPS | Board Member | — | ||
| EMILY STROBEL | Board Member | — | ||
| EMILY WINN | Board Member | — | ||
| DAVID HARINEN | Treasurer | — | ||
| JOHN JACOBSON | VICE PRESIDE | — | ||
| KEEGAN JONES | Board President | — | ||
| ZACKERY KNAPTON | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VICTORIA BARTKOWIAK | EXECUTIVE DI | 8.0% of Rev | ||
| MELANIE ABRAHAM | Board Member | — | ||
| DAVID HARINEN | Board Member | — | ||
| JEFFREY JACKSON | Board Member | — | ||
| JAMIE JENNISSEN | Board Member | — | ||
| KEEGAN JONES | Board Member | — | ||
| MAGGIE JONES | Board Member | — | ||
| VIDETTE OSTERMEIER | Board Member | — | ||
| EMILY WINN | Board Member | — | ||
| JOHN JACOBSON | Treasurer | — | ||
| ZACKERY KNAPTON | Secretary | — | ||
| DAVID PHILLIPS | Board President | — | ||
| REBECCA SOMERS | VICE PRESIDE | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VICTORIA BARTKOWIAK | EXECUTIVE SE | 6.3% of Rev | ||
| BEV CASHMAN | Board Member | — | ||
| EMMA HELLEVIK | Board Member | — | ||
| JEFFREY JACKSON | Board Member | — | ||
| JOHN JACOBSON | Board Member | — | ||
| ZACKERY KNAPTON | Board Member | — | ||
| PATRICK MCCOLLEY | Board Member | — | ||
| REBECCA SOMERS | Board Member | — | ||
| KRISTI WESTERGAARD | Board Member | — | ||
| CURT JORGENSEN | Treasurer | — | ||
| VIDETTE OSTERMEIER | Board President | — | ||
| DAVID PHILLIPS | VICE PRESIDE | — | ||
| JUDY SCHMIDT | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VICTORIA BARTKOWIAK | EXECUTIVE SE | 7.0% of Rev | ||
| HEATHER BURKE | Secretary | — | ||
| BEV CASHMAN | Board Member | — | ||
| SARAH FRIESEN | Board Member | — | ||
| EMMA HELLEVIK | Board Member | — | ||
| JEFFREY JACKSON | Board Member | — | ||
| NAOMI JIRELE | Board Member | — | ||
| PATRICK MCCOLLEY | Board Member | — | ||
| DAVID PHILLIPS | Board Member | — | ||
| JUDY SCHMIDT | Board Member | — | ||
| CURT JORGENSEN | Treasurer | — | ||
| VIDETTE OSTERMEIER | VICE PRESIDE | — | ||
| KRISTI WESTERGAARD | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 256 other orgs in MN with NTEE prefix A6.
Most-divergent component: governance score sits 6 points below the peer median (55 vs. 61).
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 8.0% 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.