MINNEAPOLIS, MN
4 risk indicators measuring financial stability and operational resilience
Sign in with your work email to view Tuckman-Chang indicators
Sign In — Free (10 views/day)WAY TO GROW, founded in 2003, is a community nonprofit in the Human Services sector that reported $3.8M in total revenue in fiscal year 2025. Revenue fell 34% from the prior year — a significant decline worth monitoring. Expenses of $4.7M exceeded revenue, resulting in a 24% operating deficit.
WORKING CLOSELY WITH PARENTS AND COMMUNITIES, WE ENSURE THAT CHILDREN WITHIN THE MOST ISOLATED FAMILIES ARE BORN HEALTHY, STAY HEALTHY AND ARE PREPARED FOR SCHOOL.
HISTORY: WAY TO GROW HAS BEEN A LEADING MODEL FOR EARLY LEARNING, HEALTH AND EDUCATION PROGRAMMING IN THE TWIN CITIES SINCE 1989. WE BELIEVE THAT PARENTS ARE THEIR CHILDREN'S PRIMARY EDUCATORS, AND...
HISTORY: WAY TO GROW HAS BEEN A LEADING MODEL FOR EARLY LEARNING, HEALTH AND EDUCATION PROGRAMMING IN THE TWIN CITIES SINCE 1989. WE BELIEVE THAT PARENTS ARE THEIR CHILDREN'S PRIMARY EDUCATORS, AND STRUCTURE OUR PROGRAMS TO EFFECTIVELY ENGAGE PARENTS IN THEIR CHILDREN'S EDUCATION. WAY TO GROW'S SECOND-GENERATION APPROACH HAS REACHED APPROXIMATELY 60,000 PEOPLE OVER THE COURSE OF THE LAST 36 YEARS. SINCE OUR FOUNDING IN 1989, WE HAVE SOUGHT TO REVERSE NEGATIVE EDUCATIONAL TRENDS BY BUILDING TRUSTED, COMMUNITY-BASED SUPPORT FOR THE PARENTS AND CHILDREN WHO ARE AMONG THE MOST ISOLATED FAMILIES IN OUR COMMUNITY. IN 2005, WE FORMALIZED OUR HEALTH EDUCATION PROGRAM, AND IN 2006, LAUNCHED A FORMAL TEEN PARENT PROGRAM. IN 2007, WE OPENED OUR NATIONALLY ACCREDITED, 4-STAR PARENT AWARE RATED PRESCHOOL PALS PROGRAM, AND IN 2009, LAUNCHED GREAT BY EIGHT, WHICH IS NOW THE CORNERSTONE OF OUR WORK. GREAT BY EIGHT EXPANDED OUR EFFECTIVE AND STATISTICALLY PROVEN HOME VISITING MODEL TO INCLUDE CHILDREN FROM KINDERGARTEN THROUGH THIRD GRADE, IN PARTNERSHIP WITH PUBLIC, CHARTER AND PRIVATE SCHOOLS THROUGHOUT MINNEAPOLIS AND BEYOND. IN 2016, WE LAUNCHED AN ONSITE HUB FOR EARLY CHILDHOOD, ELEMENTARY, AND PARENT ENGAGEMENT PROGRAMMING AT THE LUCY C. LANEY COMMUNITY SCHOOL IN NORTH MINNEAPOLIS. IN 2018, WE EXPANDED OUR HOME VISITING PROGRAM TO BROOKLYN PARK AND BROOKLYN CENTER AND HAVE SERVED HUNDREDS OF FAMILIES IN PARTNERSHIP WITH OSSEO PUBLIC SCHOOL DISTRICT.IN 2020 DURING THE COVID-19 PANDEMIC, WE PIVOTED OUR SERVICES TO INCLUDE VIRTUAL HOME VISITING AND EXPANDED OUR REACH TO SERVING FAMILIES FROM 11 DIFFERENT COUNTIES. WAY TO GROW WAS THE FIRST HOME VISITING MODEL TO OFFER TUTORING SERVICES FOR KINDERGARTEN THROUGH THIRD GRADE STUDENTS, WITH THE GOAL TO HELP ALL CHILDREN REACH GRADE LEVEL LITERACY BY THE END OF THE THIRD GRADE. IN 2023, WAY TO GROW RECEIVED A ONE-TIME GRANT IN RECOGNITION OF HIGH-QUALITY, EVIDENCE-BASED HOME VISITING MODEL.OUR FOUNDERS CREATED WAY TO GROW WITH THE VISION THAT EVERY CHILD HAS AN OPPORTUNITY TO SUCCEED IN SCHOOL AND IN LIFE. OUR INNOVATIVE GREAT BY EIGHT HOME VISITING MODEL PAIRS FAMILIES WITH HIGHLY TRAINED FAMILY EDUCATORS TO PROVIDE IN-DEPTH, EVIDENCE-BASED, IN-HOME EDUCATION AND SUPPORT. FAMILY EDUCATORS HELP PARENTS TO PREPARE THEIR CHILDREN FOR ACADEMIC SUCCESS AND SUPPORT FAMILIES BY PROVIDING WRAP-AROUND EDUCATIONAL SERVICES THROUGH YEAR-ROUND HOME VISITS AND IN-SCHOOL ACTIVITIES, INCLUDING EARLY CHILDHOOD EDUCATION SUPPORTING SCHOOL READINESS, ELEMENTARY EDUCATION ACTIVITIES, CENTER-BASED LEARNING ACTIVITIES, PARENT ENGAGEMENT AND ADVOCACY, AND WRAPAROUND FAMILY SUPPORT SERVICES, INCLUDING HEALTH AND WELLNESS EDUCATION, AND SUPPORTS FOR YOUTH PARENTS COUPLED WITH FAMILY STABILIZATION SERVICES. 2025 IMPACT: SINCE THE PANDEMIC, LEARNING RECOVERY HAS STALLED IN THE UNITED STATES. THE TIME IS NOW TO ALLOCATE RESOURCES AND IMPLEMENT EFFECTIVE STRATEGIES THAT INCLUDE HIGH INTENSITY, HIGH DOSAGE TUTORING WITH HIGH-QUALITY LEARNING OPPORTUNITIES TO ACCELERATE LEARNING RECOVERY FOR OUR CHILDREN.IN 2025, WAY TO GROW PROVIDED 11,574 IN-PERSON AND VIRTUAL HOME VISITS TO 2,320 CLIENTS (1,368 CHILDREN AND 952 PARENTS) AND HELPED TO STABILIZE 830 FAMILIES THROUGH 1,212 REFERRALS TO SERVICES TO SUPPORT ACCESS TO EARLY EDUCATION, MEDICAL NEEDS, AND ECONOMIC SUPPORT SUCH AS HOUSING AND FOOD. OUR FAMILIES ARE DEMONSTRATING STRONG RESILIENCE DURING A TIME OF UNCERTAINTY.DURING THE 2024-2025 SCHOOL YEAR, 72% OF EARLY LEARNERS WERE DEEMED READY FOR KINDERGARTEN; 83% OF K-3 STUDENTS COMBINED DEMONSTRATED GROWTH IN READING LEVEL ASSESSMENTS, AND 88% OF PARENTS ATTENDED AT LEAST ONE OF THEIR CHILDREN'S PARENT-TEACHER CONFERENCES. LEARNING DISRUPTIONS OVER THE PAST COUPLE OF YEARS HAVE AFFECTED CHILDREN'S LITERACY GAINS, WITH WAY TO GROW CREATING NEW INTERVENTIONS AND CURRICULUM UPDATES TO TARGET LITERACY FOUNDATIONS MOST IMPACTED. DURING THIS TIME, WE CONTINUED TO WORK WITH PARENTS TO ENSURE HEALTHY BIRTHS, WITH 100% OF NEWBORNS BORN AT OR ABOVE A HEALTHY BIRTH WEIGHT WHEN ENROLLED PRIOR TO 28 WEEKS GESTATION. WAY TO GROW FAMILIES ARE EXPERIENCING MULTI-GENERATIONAL IMPACT.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
Sign in to view Trantor Score and financial metrics
Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2025 | 2024 | Change | |
|---|---|---|---|
| Revenue | $3,761,099 | $5,668,249 | -0.3% |
| Expenses | $4,658,851 | $4,348,944 | +0.1% |
| Net Income | $-897,752 | $1,319,305 | -1.7% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
Sign in to view all financial metrics
Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| MICHAEL GARRETT | CHAIR | 0.50 |
Officer
Director
|
$0 | $0 | $0 |
| JULIA HALBERG | VICE CHAIR & SECRETARY | 0.50 |
Officer
Director
|
$0 | $0 | $0 |
| DARRELL ELLSWORTH | TREASURER | 0.50 |
Officer
Director
|
$0 | $0 | $0 |
| SOPHIE KELLEY | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| JULIE BAKER | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| JIM BOYLE | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| BOB BARNETT | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| JANIS CLAY | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| KAREN CONTAG | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| SUSAN CORRIDONI | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| BRIAN CROSBY | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| MEL DICKSTEIN | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| HEIDI DOHERTY | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| KYLE GREEN | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| LAURIE LAFONTAINE | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| VANESSA LAIRD | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| VICKIE MATTYS | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| SARAH MITCHELL | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| CHRIS MONGEON | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| LUIS MORENO | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| DAVE NASSIF | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| ANUSHA NATH | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| KEVIN NILAN | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| JEANNE RAVICH | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| ART ROLNICK | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| NASIBU SAREVA | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| RANDY SAUTER | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| FRANK SCHWEIGERT | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| ANGELA SLAUGHTER | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| JAIME STILSON | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| LISA WALKER | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| YOHURU WILLIAMS | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| ANN YATES | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| SCOTT GREGORY | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| MIKE HAPPE | DIRECTOR | 0.50 |
Director
|
$0 | $0 | $0 |
| JUAN DU | CEO | 50.00 |
Officer
|
$204,327 | $3,416 | $207,743 |
| MARK HENDERSON | DIRECTOR OF FINANCE | 40.00 |
Officer
|
$100,056 | $4,090 | $104,146 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $3,761,099 | $4,658,851 | $13,442,286 | $-897,752 |
| 2024 | $5,668,249 | $4,348,944 | $14,065,484 | $1,319,305 |
| 2023 | $10,509,476 | $3,929,858 | $12,742,480 | $6,579,618 |
| 2022 | $4,357,167 | $3,304,221 | $6,164,067 | $1,052,946 |
| 2021 | $3,493,274 | $3,163,393 | $5,245,632 | $329,881 |
| 2020 | $3,804,911 | $2,939,525 | $5,009,635 | $865,386 |
| 2019 | $3,744,607 | $2,882,991 | $4,159,537 | $861,616 |
| 2018 | $3,510,810 | $2,778,548 | $2,104,666 | $732,262 |
Compare WAY TO GROW with other nonprofits in Minnesota and across the country.