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 | 23.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | — | 41 | Fragile | Recovery | |
| 2022 | — | — | 22.4% | 25 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 24.4% | 26 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 27.6% | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 19.0% | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 45 | Fragile | Stable Watch | |
| 2016 | — | — | — | 45 | Fragile | Stable Watch | |
| 2015 | — | — | — | 45 | Fragile | Recovery | |
| 2014 | — | — | — | 39 | Fragile | Stable Watch | |
| 2013 | — | — | — | 39 | Fragile | Recovery | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID COMMANDAY | Board Member | 23.2% of Rev | ||
| JAMES SPRINGER | Board Member | — | ||
| TERI COOK | Board President | — | ||
| EVAN TAMMEN | MUSICIAN REPRESENTATIVE | — | ||
| RUTH BITTNER | Treasurer | — | ||
| SETH DAVIS | Board Member | — | ||
| KRISTIN WHITAKER | Board Member | — | ||
| LEE MAKI | Secretary | — | ||
| CONNIE WANG | Board Member | — | ||
| LANCE ROGERS | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID COMMANDAY | Board Member | 24.1% of Rev | ||
| DAVID COMMANDAY | Board Member | 23.2% of Rev | ||
| JAMES SPRINGER | Board President | — | ||
| GARY JAMES | Board President | — | ||
| TERI COOK | Board Member | — | ||
| ANDY RUMMEL | MUSICIAN REPRESENTATIVE | — | ||
| ERIC GHARST | Board Member | — | ||
| GENE SWEENEY | Secretary | — | ||
| SETH DAVIS | Treasurer | — | ||
| JAMES SPRINGER | Board President | — | ||
| GARY JAMES | Board President | — | ||
| TERI COOK | Board Member | — | ||
| ANDY RUMMEL | MUSICIAN REPRESENTATIVE | — | ||
| ERIC GHARST | Board Member | — | ||
| GENE SWEENEY | Secretary | — | ||
| SETH DAVIS | Treasurer | — | ||
| RICHARD SANDERS | EMERITUS | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID COMMANDAY | Board Member | 23.2% of Rev | ||
| JAMES SPRINGER | Board President | — | ||
| GARY JAMES | Board President | — | ||
| TERI COOK | Board Member | — | ||
| ANDY RUMMEL | MUSICIAN REPRESENTATIVE | — | ||
| ERIC GHARST | Board Member | — | ||
| GENE SWEENEY | Secretary | — | ||
| SETH DAVIS | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID COMMANDAY | Board Member | 21.8% of Rev | ||
| JAMES SPRINGER | Board President | — | ||
| GARY JAMES | Board President | — | ||
| TERI COOK | Board Member | — | ||
| ANDY RUMMEL | Board Member | — | ||
| KELLY LUTTINEN | Board Member | — | ||
| BRENT GOKEN | Board Member | — | ||
| ERIC GHARST | Board Member | — | ||
| GENE SWEENEY | Secretary | — | ||
| SETH DAVIS | Treasurer | — | ||
| SARA CONNOR-JAMES | Board Member | — |
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 31 points below the peer median (5 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
- Comp-to-revenue ratio of 23.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.