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 | — | — | 22.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 19.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 16.5% | 37 | Fragile | Recovery | |
| 2021 | — | — | 16.0% | 35 | Fragile | Recovery | |
| 2020 | — | — | 15.0% | 27 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 13.7% | 29 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 26.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 17.1% | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 9.2% | 44 | Fragile | Recovery | |
| 2015 | — | — | 32.0% | 24 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 35.9% | 24 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 30.4% | 36 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 30.1% | 28 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 31.5% | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER GREEN | Artistic Director | 22.4% of Rev | ||
| Glo Rolighed | Board President | — | ||
| Lucia Guridi | Board President | — | ||
| Andrew Keith | Treasurer | — | ||
| Nekohl Johnson | Secretary | — | ||
| Alyssa Altman | Board Member | — | ||
| Catherine Embree | Board Member | — | ||
| Heather Ver Mulen | Board Member | — | ||
| Tobi Heekin | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER GREEN | Artistic Director | 22.8% of Rev | ||
| JOYCE PIVEN | Founder | — | ||
| Glo Rolighed | Board President | — | ||
| Lucia Guridi | Board President | — | ||
| Andrew Keith | Treasurer | — | ||
| Nekohl Johnson | Secretary | — | ||
| Alyssa Altman | Board Member | — | ||
| Paula Bodnar Schmitt | Board Member | — | ||
| Catherine Embree | Board Member | — | ||
| Heather Ver Mulen | Board Member | — | ||
| Tobi Heekin | Board Member | — | ||
| Peggy Kozminski | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER GREEN | Artistic Director | 23.0% of Rev | ||
| JENNIFER GREEN | Artistic Director | 22.8% of Rev | ||
| JOYCE PIVEN | Artistic Director | — | ||
| PEGGY KOZMINSKI | Secretary | — | ||
| ANDREW KEITH | Treasurer | — | ||
| TOBI HEEKIN | Board President | — | ||
| GLO ROLIGHED | Board President | — | ||
| ALYSSA ALTMAN | Board Member | — | ||
| CATHERINE EMBREE | Board Member | — | ||
| PAULA BODNAR-SCHMITT | Board Member | — | ||
| PHILIP A VAN VLACK | Board Member | — | ||
| HEATHER VERMEULEN | Board Member | — | ||
| NEKOHL JOHNSON | Board Member | — | ||
| JOYCE PIVEN | Founder | — | ||
| Glo Rolighed | Board President | — | ||
| Tobi Heekin | Board President | — | ||
| Andrew Keith | Treasurer | — | ||
| Peggy Kozminski | Secretary | — | ||
| Alyssa Altman | Board Member | — | ||
| Paula Bodnar Schmitt | Board Member | — | ||
| Catherine Embree | Board Member | — | ||
| Heather Ver Mulen | Board Member | — | ||
| Lucia Guridi | Board Member | — | ||
| Nekohl Johnson | 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 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 22.4% 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.