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
31
Score
Governance
50
Score
Financial
15
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | Hidden | Hidden | 14.6% | 31 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 7.5% | 29 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 27.0% | 17 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 14.8% | 21 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 12.6% | 27 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2015 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JESSICA SCHUMACHER | Executive Director | 12.3% of Rev | ||
| TYLER YORK | Board Member | 1.8% of Rev | ||
| MELISSA KNUTSON | Board President | 0.5% of Rev | ||
| CHRISTOPHER LOCKHART | Board Member | — | ||
| EMILY WIRKUS | Board Member | — | ||
| YVONNE GOMEZ | Board Member | — | ||
| WILL SWEARSON | Board Member | — | ||
| SUE JORDAHL | Board Member | — | ||
| DONOVAN HANSON | Secretary | — | ||
| JENNIFER HENRY | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KARI JO O'KEEFE | Executive Director | 5.8% of Rev | ||
| JOEL PUGH | MUSICIAN REPRESENTATIVE | 1.0% of Rev | ||
| MELISSA KNUTSON | Board President | 0.2% of Rev | ||
| CHRISTOPHER LOCKHART | Board Member | — | ||
| JON O'KEEFE | Board Member | — | ||
| DONAVAN HANSON | Board Member | — | ||
| JENNIFER HENRY | Board Member | — | ||
| EDWARD KOLODKA | Board Member | — | ||
| ADRIANNE SALENTINY | Treasurer | — | ||
| SHARON PUGH | Secretary | — | ||
| JESSICA SCHUMACHER | Executive Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JANICE HOFFARTH | Executive Director | 8.4% of Rev | ||
| TAMARA BERTRAM | Board President | 8.2% of Rev | ||
| JOEL PUGH | MUSICIAN REPRESENTATIVE | 1.6% of Rev | ||
| CHRISTOPHER LOCKHART | Board Member | 0.2% of Rev | ||
| MELISSA KNUTSON | Board President | 0.2% of Rev | ||
| JON O'KEEFE | Board Member | — | ||
| ADRIANNE SALENTINY | Board Member | — | ||
| DONAVAN HANSON | Board Member | — | ||
| SHARON PUGH | Secretary | — | ||
| KARI JO O'KEEFE | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAMARA BERTRAM | Executive Director | 11.5% of Rev | ||
| TAMARA BERTRAM | Executive Director | 9.6% of Rev | ||
| CHRISTOPHER LOCKHART | Board Member | — | ||
| MELISSA KNUTSON | Board President | — | ||
| JOEL PUGH | Board President | — | ||
| DON FORSMAN | Treasurer | — | ||
| SUE MOE | Secretary | — | ||
| MELISSA KNUTSON | Board President | — | ||
| JOEL PUGH | Board President | — | ||
| JAN BOE | Secretary | — | ||
| DON FORSMAN | Treasurer | — | ||
| CHRISTOPHER LOCKHART | Board Member | — | ||
| SUE MOE | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
31 / 100
Priority Review
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: 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 14.6% 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:
- 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.