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
22
Score
Governance
45
Score
Financial
0
Score
Program
45
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
2025
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 | — | — | 18.1% | 22 | Critical Intervention Needed | Decline Risk | |
| 2023 | Hidden | Hidden | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 42 | Fragile | Recovery | |
| 2020 | — | — | — | 42 | Fragile | Recovery | |
| 2019 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 45 | Fragile | Stable Watch | |
| 2016 | — | — | — | 45 | Fragile | Stable Watch | |
| 2015 | — | — | — | 45 | Fragile | Stable Watch | |
| 2014 | — | — | — | 41 | Fragile | Recovery | |
| 2013 | — | — | — | 39 | Fragile | Decline Risk | |
| 2012 | — | — | — | 43 | Fragile | Recovery | |
| 2011 | — | — | — | 39 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Audrey Riddle | Executive Director | 18.1% of Rev | ||
| Katy Koll | Board President | — | ||
| Rachel McGuire | Secretary | — | ||
| Brenda Raney | Treasurer | — | ||
| Martha Anderson | Board Member | — | ||
| Geoff Couling | Board Member | — | ||
| Sue Couling | Board Member | — | ||
| Theresa Fitzpatrick | Board Member | — | ||
| Lana Western | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Rachel McGuire | Board Member | — | ||
| Geoff Couling | Board Member | — | ||
| Theresa FitzPatrick | Board Member | — | ||
| Sue Couling | Board Memeber | — | ||
| Lana Western | Board Member | — | ||
| Jen Randolph Reise | Secretary | — | ||
| Holly Miller | Board Memeber | — | ||
| Jenn Herron | Board Member | — | ||
| William Flatley | Board President | — | ||
| Michelle Frauenshuh | Alumni Rep | — | ||
| Benjamin Hersey | Treasurer | — | ||
| Audrey Riddle | Executive Director | — | ||
| Andrea Dittmer | Choir Manager | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Geoff Couling | Board Memeber | — | ||
| Theresa FitzPatrick | Board Member | — | ||
| Holly Miller | Board Memeber | — | ||
| Lana Western | Board Member | — | ||
| Rachel McGuire | Board Member | — | ||
| Sue Couling | Board Member | — | ||
| Michelle Frauenshuh | Alumni Rep | — | ||
| Jen Reise | Board Member | — | ||
| William Flatley | Board President | — | ||
| Benjamin Hersey | Treasurer | — | ||
| Jenn Herron | Board Member | — | ||
| Audrey Riddle | Executive Director | — | ||
| Andrea Dittmer | Choir Manager | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Flatley | Board President | — | ||
| Alice Anderson | Secretary | — | ||
| Jen Reise | Board Member | — | ||
| Amy Atkinson | Board Member | — | ||
| Jenn Herron | Board Member | — | ||
| Benjamin Hersey | Treasurer | — | ||
| Michelle Frauenshuh | Alumni Rep | — | ||
| Holly Miller | Board Memeber | — | ||
| Theresa FitzPatrick | Board Member | — | ||
| Audrey Riddle | Executive Director | — | ||
| Andrea Dittmer | Choir Manager | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
22 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 174 other orgs in MN with NTEE prefix A6.
Most-divergent component: financial score sits 38 points below the peer median (0 vs. 38).
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 18.1% sits within the sector's healthy band (18–22%).
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.