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 | — | |
| 2024 | Hidden | Hidden | 18.6% | 24 | Critical Intervention Needed | Recovery | |
| 2023 | Hidden | Hidden | 23.6% | 22 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 21.2% | 22 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 21.8% | 22 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 19.3% | 22 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 9.4% | 30 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 3.3% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 26 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BEVERLY EVERETT | Board Member | 14.8% of Rev | ||
| MIKE GARDNER | Secretary | 3.2% of Rev | ||
| MELISSA SHEETS-NYGARD | Board Member | 0.3% of Rev | ||
| JOHN DARLING | Board President | 0.3% of Rev | ||
| BLAINE JOHNSON | Board Member | — | ||
| LORI FINKEN | Treasurer | — | ||
| DAVID BORLAUG | Board President | — | ||
| RHETT PAUL | Board Member | — | ||
| DIANE FLADELAND | Board Member | — | ||
| RACHEL SINNESS | Board Member | — | ||
| BETHANY ANDRIST | Board Member | — | ||
| GABRIELLE ABOUASSALY | Board Member | — | ||
| NIKHIL KALOTHIA | Board Member | — | ||
| JOEL WALTERS | Board Member | — | ||
| ANDREA BLESSUM | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BEVERLY EVERETT | Board Member | 13.3% of Rev | ||
| MIKE GARDNER | Secretary | 3.1% of Rev | ||
| NATALIA VACARCIUC | Board Member | 1.5% of Rev | ||
| TOM WEIGEL | Board Member | 0.3% of Rev | ||
| RACHEL SINNESS | Board Member | 0.3% of Rev | ||
| BLAINE JOHNSON | Board President | — | ||
| CAROLE WATREL | Board Member | — | ||
| LORI FINKEN | Treasurer | — | ||
| DAVID BORLAUG | Board President | — | ||
| RHETT PAUL | Board Member | — | ||
| JANE MORROW | Board Member | — | ||
| DIANE FLADELAND | Board Member | — | ||
| GARY ADKISSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BEVERLY EVERETT | Board Member | 12.9% of Rev | ||
| MIKE GARDNER | Secretary | 2.6% of Rev | ||
| NATALIA VACARCIUC | BMSO ORCHESTRA REP | 0.9% of Rev | ||
| RACHEL THOMASON | BMSO ORCHESTRA REP | 0.1% of Rev | ||
| BLAINE JOHNSON | Board President | — | ||
| AL WOLF | Board Member | — | ||
| WILLIAM PEARCE | Board Member | — | ||
| CAROLE WATREL | Board Member | — | ||
| LORI FINKEN | Treasurer | — | ||
| DAVID BORLAUG | Board President | — | ||
| RHETT PAUL | Board Member | — | ||
| JANE MORROW | Board Member | — | ||
| DIANE FLADELAND | Board Member | — | ||
| TOM WEIGEL | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 23 other orgs in ND with NTEE prefix A6.
Most-divergent component: financial score sits 48 points below the peer median (0 vs. 48).
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 18.6% 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:
- 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.