Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
38
Score
Governance
55
Score
Financial
10
Score
Program
60
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
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 7.7% | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 5.4% | 44 | Fragile | Recovery | |
| 2021 | — | — | 6.9% | 42 | Fragile | Recovery | |
| 2020 | — | — | 5.6% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 14.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 5.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 5.9% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 5.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 5.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 13.0% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 13.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 8.2% | 40 | Fragile | Recovery | |
| 2011 | — | — | 13.9% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIE THOMAS | EXECUTIVE DI | 7.7% of Rev | ||
| GAYLE ENGLOF | Secretary | — | ||
| MICHAEL KIKTA | Board President | — | ||
| JOSEPH MCCOY | Board Member | — | ||
| ARNOLD ROSEN | Board Member | — | ||
| RUSS STONEBACK | 1ST VICE PRE | — | ||
| TAMI GAUDREAU | 2ND VICE PRE | — | ||
| MATT GIEBEL | Board Member | — | ||
| COLIN PETERSON | IMM. PAST PR | — | ||
| ETHAN ZENTZ | Treasurer | — | ||
| MARY MARTIN | Board Member | — | ||
| MARK ZARNKE | Board Member | — | ||
| ROBIN GAUSEBECK | Board Member | — | ||
| FREDRIC KULLBERG | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIE THOMAS | EXECUTIVE DI | 7.6% of Rev | ||
| GAYLE ENGLOF | Board Member | — | ||
| MICHAEL KIKTA | Board Member | — | ||
| JOSEPH MCCOY | IMM. PAST PR | — | ||
| ARNOLD ROSEN | Board Member | — | ||
| JUDY BRIDGEMAN | Board Member | — | ||
| RUSS STONEBACK | Board Member | — | ||
| DONALD BANKS | Board Member | — | ||
| ANDY CONWAY | Board Member | — | ||
| TAMI GAUDREAU | Secretary | — | ||
| MATT GIEBEL | Board Member | — | ||
| COLIN PETERSON | Board President | — | ||
| ETHAN ZENTZ | Treasurer | — | ||
| JOHN JOHNSON | Board Member | — | ||
| MARY MARTIN | Board Member | — | ||
| MARK ZARNKE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIE THOMAS | EXECUTIVE DI | 6.6% of Rev | ||
| THOMAS SANDQUIST | IMM. PAST PR | — | ||
| GAYLE ENGLOF | Board Member | — | ||
| MICHAEL KIKTA | Board Member | — | ||
| KERRY KNODLE | Board Member | — | ||
| JOSEPH MCCOY | Board President | — | ||
| ARNOLD ROSEN | Board Member | — | ||
| JUDY BRIDGEMAN | Board Member | — | ||
| GRANT W MOORE | Secretary | — | ||
| RUSS STONEBACK | Board Member | — | ||
| DONALD BANKS | Board Member | — | ||
| ANDY CONWAY | Board Member | — | ||
| TAMI GAUDREAU | Board Member | — | ||
| MATT GIEBEL | Board Member | — | ||
| CHRIS PERRY | Board Member | — | ||
| COLIN PETERSON | VICE PRESIDE | — | ||
| ETHAN ZENTZ | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVEN LARSEN | MUSIC DIRECT | 11.5% of Rev | ||
| JULIE THOMAS | EXECUTIVE DI | 6.6% of Rev | ||
| THOMAS SANDQUIST | IMM. PAST PR | — | ||
| STEVEN NAILOR | Board Member | — | ||
| GAYLE ENGLOF | Board Member | — | ||
| MICHAEL KIKTA | Board Member | — | ||
| KERRY KNODLE | Treasurer | — | ||
| JOSEPH MCCOY | Board President | — | ||
| ARNOLD ROSEN | Board Member | — | ||
| JUDY BRIDGEMAN | Board Member | — | ||
| GRANT W MOORE | Secretary | — | ||
| THOMAS E KRESS | Board Member | — | ||
| STEVE SCHOU | VICE PRESIDE | — | ||
| RUSS STONEBACK | Board Member | — | ||
| DONALD BANKS | Board Member | — | ||
| ANDY CONWAY | Board Member | — | ||
| TAMI GAUDREAU | Board Member | — | ||
| MATT GIEBEL | Board Member | — | ||
| CHRIS PERRY | Board Member | — | ||
| COLIN PETERSON | Board Member | — | ||
| ETHAN ZENTZ | 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
10 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
38 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 376 other orgs in IL with NTEE prefix A6.
Most-divergent component: financial score sits 47 points below the peer median (10 vs. 57).
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 7.7% 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.