Since 1907, MPHA has been dedicated to creating a healthier Minnesota through effective public health practice and engaged citizens.

Minneapolis, MN   |

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EIN: 41-1270698


The mission of the Minnesota Public Health Association (MPHA) is to create a healthier Minnesota through effective public health practice and engaged citizens. Our vision is to be an active, independent voice for public health in Minnesota.

Ruling year info


Principal Officer

Merry Grande


Antonia Wilcoxon, Ed.D

Main address

PO Box 14415

Minneapolis, MN 55414 USA

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Subject area info

Public health

Population served info

Ethnic and racial groups

Self-employed people

Retired people


Emergency responders

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NTEE code info

(Public Health Program) (E70)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Tax forms


Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The Minnesota Public Health Association's (MPHA) mission is to create a healthier Minnesota through effective public health practice and engaged citizens. Established in 1907, MPHA is an all-volunteer organization representing a broad spectrum of community and health professionals on behalf of the public. It is an organization where public health workers from multiple disciplines and sectors come together around shared values and goals. We engage and develop our members to mobilize the community to protect and improve the public's health.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Minnesota Public Health Association member & audience programming

Member and public education through newsletter and annual conferences and regular programming; active health equity, policy and advocacy, membership, leadership, and history committees.

Population(s) Served
Ethnic and racial groups
Retired people
Self-employed people

Where we work

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

1. Align Capacity and infrastructure.
2. Strengthen Public Health Practice.
3. Build a Public Health Movement.

Strategic Portfolio: Align Capacity and Infrastructure
1. Nurture and support leaders to ensure MPHA diversity, strength, and longevity.
- Provide new and existing board members training and leadership development
- New board member orientation
- Increase engagement in MPHA committees

2. Provide administrative support for committees, leadership, and infrastructure.
- Update the current operations manual to include:
- Guidelines for the use of the MPHA brand
- Membership requirement on committees
- Financial standards and expectations
- Board and staff evaluation
- Develop a funding plan for longevity and preservation

Strategic Portfolio: Strengthen Public Health Practice
1. Recruit and nurture new members to connect with partners working in public health
- Develop a definition of MPHA membership that provides value to broader stakeholders such as government, private sector, and non-profit organizations
- Improve outreach processes:
- Connect with more students at the post-secondary programs
- Expand outreach to ensure members reflect the diverse populations of Minnesota
- Increase promotion of discounted membership to people who see cost as a
2. Strategically align professional development with established partners to grow with
our ever-changing landscape
- Leverage the organizational connections of MPHA committees to provide members with opportunities for professional development
- Explore opportunities for MPHA members to provide professional support through partnerships with other organizations

Strategic Portfolio: Build a Public Health Movement
1. Implement an advocacy plan that advances health equity through legislation and policy in MN
- Review Current Policy Resolutions to ensure they reflect the science and values of MPHA and take health equity into account
- Identify new resolutions that reflect the science and values of MPHA and take health equity into account
- Develop and promote an annual legislative agenda and supporting activities
2. Strengthen and expand strategic partnerships with organizations and citizens to build a public health movement
- Develop a partnership with the Local Public Health Association to increase networking between members and increase joint activities
- Identify organizational partners to help MPHA incorporate a health equity lens into current and emerging activities
3. Build a Communications Plan to engage current and prospective members
- Support a regular newsletter to keep members up to date about MPHA activities
- Increase the capacity of all committees to do communications by providing access to MPHA social media accounts and training on how to effectively use them
- Work with organizational partners to streamline communications about professional development opportunities and provide legislative updates


Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Financial data

SOURCE: IRS Form 990


Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data


The people, governance practices, and partners that make the organization tick.

Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

Principal Officer

Merry Grande


Antonia Wilcoxon, Ed.D


Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.


Board of directors
as of 01/16/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Antonia Apolinario-Wilcoxon

Katie Linde

Linda Keller

Jim Hart

Donna Anderson

Brenda Menier

Lindsey Fabian

Janny Brust

Jan Malcolm

Donna Anderson

Allison Thrash

Nancy Wilson

Paul Ranelli

Ellie Zuehlke

Erica Fishman

Emily Litt

Lindsey Hornickel

Scott Harpin

Scott Harpin

Jay Jaffee

Lisa Pogoff

David Jonson

Marie Dotseth

Kim Edelman