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 | 8.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 3.6% | 35 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 5.6% | 40 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 7.1% | 40 | Financially Distressed | Recovery | |
| 2020 | — | — | 10.8% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 4.2% | 35 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 5.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 5.6% | 30 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 1.7% | 32 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 11.1% | 29 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 16.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIANNA SLAGER | Artistic Director | 4.4% of Rev | ||
| JEREMY SLAGER | EXECUTIVE DI | 3.6% of Rev | ||
| LIBBY JOHNSON | Board Member | — | ||
| BOB LAMBERT | Treasurer | — | ||
| CYNTHIA NEWLAND | Board President | — | ||
| RAQUELA RUBIO | Secretary | — | ||
| DELORIS THOMAS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIANNA RUBIO SLAGER | Artistic Director | 3.1% of Rev | ||
| LAUREN DIAZ | Executive Director | 2.5% of Rev | ||
| JEREMY SLAGER | Executive Director | 1.0% of Rev | ||
| SUSAN JILLSON | Board President | — | ||
| LINDA JILLSON | Secretary | — | ||
| REUBEN RUBIO | Treasurer | — | ||
| LISA WAINWRIGHT | Board Member | — | ||
| TRACIE MARCINIAK | Board Member | — | ||
| CYNTHIA NEWLAND | Board President | — | ||
| CAITLIN WEUTRICH | Treasurer | — | ||
| MIA OTTO | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAUREN DIAZ | Executive Director | 3.9% of Rev | ||
| JULIANNA RUBIO SLAGER | Artistic Director | 3.1% of Rev | ||
| AMY SANDERSON | Executive Director | 1.0% of Rev | ||
| REUBEN RUBIO II | Board Member | — | ||
| LISA WAINWRIGHT | Board President | — | ||
| SUSAN JILLSON | Treasurer | — | ||
| LINDA JILLSON | Secretary | — | ||
| TARA TORKELSON | Board President | — |
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 36 points below the peer median (0 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 8.0% 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.