Structural Deficit
What does this mean?
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
The Path Forward
The Truth-Teller
Forces necessary, painful cuts to preserve the core. It demands that the organization stop borrowing from its future and align its current programmatic output with actual sustainable revenue.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 20.8% | 33 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 18.5% | 33 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 22.7% | 23 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 17.8% | 29 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 20.1% | 27 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 21.4% | 27 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 22.8% | 23 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 21.4% | 27 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 23.9% | 27 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 26.2% | 20 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 25.1% | 26 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 24.8% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAMARA RECTOR | EXECUTIVE DI | 14.5% of Rev | ||
| TERI FAY | Artistic Director | 7.0% of Rev | ||
| ADRIENNE RIEHL | Board President | — | ||
| KAREN KOST | VICE PRESIDE | — | ||
| TYLER BAKKE | Secretary | — | ||
| MICHELLE NYHUS | Treasurer | — | ||
| SONJA MURRAY | Board Member | — | ||
| MAURICE COOK | Board Member | — | ||
| MARIA ROLL-SCHLECHT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAMARA RECTOR | EXECUTIVE DI | 12.0% of Rev | ||
| TERI FAY | Artistic Director | 5.5% of Rev | ||
| ADRIENNE RIEHL | Board President | — | ||
| KARMIN BILLADEAU | VICE PRESIDE | — | ||
| TYLER BAKKE | Secretary | — | ||
| MICHELLE NYHUS | Treasurer | — | ||
| NORMAN CLARK | Board Member | — | ||
| MAURICE COOK | Board Member | — | ||
| KAREN KOST | Board Member | — | ||
| MARIA ROLL-SCHLECHT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAMARA RECTOR | EXECUTIVE DI | 12.0% of Rev | ||
| TERI FAY | Artistic Director | 5.3% of Rev | ||
| CAROLYN FOGARTY | Board President | — | ||
| ADRIENNE RIEHL | VICE PRESIDE | — | ||
| MAURICE COOK | Secretary | — | ||
| MICHELLE NYHUS | Treasurer | — | ||
| MARIA ROLL-SCHLECHT | Board Member | — | ||
| KARMIN BILLADEAU | Board Member | — | ||
| NORM CLARK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAMARA RECTOR | EXECUTIVE DI | 12.0% of Rev | ||
| TERI FAY | Artistic Director | 5.9% of Rev | ||
| CAROLYN FOGARTY | Board President | — | ||
| KATHERINE HENJUM | VICE PRESIDE | — | ||
| MAURICE COOK | Secretary | — | ||
| MICHELLE NYHUS | Treasurer | — | ||
| MARIA ROLL-SCHLECHT | Board Member | — | ||
| DAVID AICHELE | Board Member | — | ||
| ADRIENNE RIEHL | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 19 other orgs in ND with NTEE prefix A6.
Most-divergent component: financial score sits 26 points below the peer median (15 vs. 41).
5-year trend: Structural Deficit
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
What's driving this score
- Comp-to-revenue ratio of 20.8% 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.