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 | — | — | Unknown | — | |
| 2020 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 15.5% | 37 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GREG WOMACK | Board President | — | ||
| MARY BETH ZUNDO | VICE PRESIDE | — | ||
| BETH WOODWARD WOLFE | Secretary | — | ||
| TIM BERTHEL | Board Member | — | ||
| DICK BRAZDA | Board Member | — | ||
| GUIDO ESTEVES | Board Member | — | ||
| GENE FOWLER | Board Member | — | ||
| BETHANY HAGER | Board Member | — | ||
| BRIAN KLETT | Board Member | — | ||
| JIM KOUZMANOFF | Board Member | — | ||
| MARK LINDVAHL | Board Member | — | ||
| MARTH LINDVAHL | Board Member | — | ||
| MARI MARNO MARTIN | Board Member | — | ||
| DAVE SCHROEDER | Board Member | — | ||
| AUTSON SURPRENANT | Board Member | — | ||
| JENNIFER SZOTT | Board Member | — | ||
| RICKEY WILLIAMS JR | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GREG WOMACK | Board President | — | ||
| BETH WOODWARD WOLFE | VICE PRESIDE | — | ||
| MARY BETH ZUNDO | Secretary | — | ||
| TIM BERTHEL | Board Member | — | ||
| DICK BRAZDA | Board Member | — | ||
| DEAN CRANDALL | Board Member | — | ||
| GUIDO ESTEVES | Board Member | — | ||
| GENE FOWLER | Board Member | — | ||
| BETHANY HAGER | Board Member | — | ||
| BRIAN KLETT | Board Member | — | ||
| JIM KOUZMANOFF | Board Member | — | ||
| MARK LINDVAHL | Board Member | — | ||
| MARTH LINDVAHL | Board Member | — | ||
| MARI MARNO MARTIN | Board Member | — | ||
| DAVE SCHROEDER | Board Member | — | ||
| AUTSON SURPRENANT | Board Member | — | ||
| JENNIFER SZOTT | Board Member | — | ||
| RICKEY WILLIAMS JR | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEREMY SWERLING | MUSIC DIRECT | 10.1% of Rev | ||
| CYNTHIA NACCO | EXECUTIVE DI | 9.6% of Rev | ||
| ANDREA TARQUINI | OPERATIONS C | 5.1% of Rev | ||
| MARLA BAUERLE-HILL | Board Member | — | ||
| ALEXIS BERGAN-GUZMAN | Board Member | — | ||
| ROBERT BOESDORFER | Board Member | — | ||
| FRANK BRUNACCI | Board Member | — | ||
| DEAN CRANDALL | Board Member | — | ||
| ADAM CUMMINGS | Board Member | — | ||
| DARREN DUNCAN | Board Member | — | ||
| TRAVIS MAINS | Board Member | — | ||
| DON MARROW | Board President | — | ||
| STEPHEN NACCO | Board Member | — | ||
| JASON ROME | Board Member | — | ||
| AMY SNYDER | Board Member | — | ||
| CANDY UNDERHILL | VICE PRESIDE | — | ||
| CHERI WELLER | Board Member | — | ||
| GAGE WOMACK | Board Member | — | ||
| BETH WOODARD-WOLFE | Board Member | — | ||
| ELIZABETH YACOBI | Board Member | — | ||
| MARY BETH ZUNDO | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 195 other orgs in IL with NTEE prefix A6.
Most-divergent component: financial score sits 21 points below the peer median (15 vs. 36).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.