Acute Resource Divergence
Acute Resource Divergence
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
Acute Resource Divergence
What does this mean?
Revenue is contracting significantly, but executive compensation percentage is rising. The organization is refusing to adjust its administrative overhead to match its new economic reality.
The Path Forward
The Realignment
Forces immediate balancing of administrative bloat against actual programmatic output. It demands that every dollar extracted for overhead be justified by community impact.
The Realignment
Institutional Health Scores
5-yr trend: Acute Resource Divergence ↓
Overall
20
Score
Governance
42
Score
Financial
0
Score
Program
30
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
Financial Era
Governance Era
Trajectory Era
Resource Divergence
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 38.7% | 20 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 20.8% | 37 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 16.9% | 43 | Fragile | Recovery | |
| 2020 | — | — | 18.3% | 39 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 24.2% | 43 | Fragile | Recovery | |
| 2018 | — | — | 11.3% | 39 | Fragile | Stable Watch | |
| 2017 | — | — | 14.8% | 39 | Fragile | Stable Watch | |
| 2016 | — | — | 10.9% | 39 | Fragile | Recovery | |
| 2015 | — | — | 16.8% | 41 | Fragile | Recovery | |
| 2014 | — | — | 18.1% | 24 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 18.6% | 30 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 17.2% | 39 | Financially Distressed | Recovery | |
| 2011 | — | — | 11.3% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON CARPENTER | Artistic Director | 39.5% of Rev | ||
| DENISE FANDEL | Board President | — | ||
| JOEL BARTEN | Board President | — | ||
| SUZY ELLIS | Secretary | — | ||
| BR JACOB BERNS | Treasurer | — | ||
| MICHELE DANIELSON | Board Member | — | ||
| AKSEL KRAFNICK | Board Member | — | ||
| STEFANIE ROTHSTEIN | Board Member | — | ||
| JENNIFER WHITEHEAD | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON CARPENTER | Artistic Director | 38.7% of Rev | ||
| JOEL BARTEN | Board President | — | ||
| DENISE FANDEL | Board President | — | ||
| BR JACOB BERNS OSB | Treasurer | — | ||
| LISA TREANOR | Board President | — | ||
| MICHELE DANIELSON | PARENT REPRESENTATIVE | — | ||
| MARY JO LEIGHTON | Board Member | — | ||
| AKSEL KRAFNICK | Board Member | — | ||
| STEVEN BRESNAHAN | Board Member | — | ||
| SUZY ELLIS | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON CARPENTER | Artistic Director | 12.9% of Rev | ||
| DENISE FANDEL | Board President | — | ||
| JOEL BARTEN | Board President | — | ||
| KATIE DUSING | Board President | — | ||
| NANCY FANDEL | Board Member | — | ||
| MARY JO LEIGHTON | Board Member | — | ||
| SUZY ELLIS | Board Member | — | ||
| BR JACOB BERNS | Board Member | — | ||
| SARAH MALONEY | Board Member | — | ||
| LISA TREANOR | Secretary | — | ||
| ANDREW ULBRICHT | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANGELA KLAVERKAMP | Executive Director | 14.9% of Rev | ||
| AARON VANDANACKER | Artistic Director | 10.3% of Rev | ||
| DENISE FANDEL | Board President | — | ||
| JOEL BARTEN | Board President | — | ||
| LISA SCHROERS | Secretary | — | ||
| ANDY ULBRICHT | Treasurer | — | ||
| KATIE DUSING | Board President | — | ||
| FR NICK KLEESPIE | Board Member | — | ||
| NANCY FANDEL | Board Member | — | ||
| ALYSSA BRANDVOLD | Board Member | — | ||
| MARY JO LEIGHTON | Board Member | — | ||
| SUZY ELLIS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANGELA KLAVERKAMP | Executive Director | 26.4% of Rev | ||
| ANDRE HEYWOOD | Artistic Director | 14.7% of Rev | ||
| AARON VANDANACKER | Artistic Director | 9.2% of Rev | ||
| DENISE FANDEL | Board President | — | ||
| JOEL BARTEN | Board President | — | ||
| LISA SCHROERS | Secretary | — | ||
| ANDY ULBRICHT | Treasurer | — | ||
| KATIE DUSING | Board President | — | ||
| FR NICK KLEESPIE | Board Member | — | ||
| NANCY FANDEL | Board Member | — | ||
| ALYSSA BRANDVOLD | Board Member | — | ||
| MARY JO LEIGHTON | Board Member | — | ||
| SUZY ELLIS | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
20 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in MN for this NTEE subcategory; peer comparison would not be statistically meaningful.
5-year trend: Acute Resource Divergence
Revenue is contracting significantly, but executive compensation percentage is rising. The organization is refusing to adjust its administrative overhead to match its new economic reality.
What's driving this score
- Comp-to-revenue ratio of 38.7% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 38.7% to under 22% of revenue — would move governance score by ~33 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.