Steady State
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 17.5% | 45 | Fragile | Gov Risk | |
| 2022 | — | — | 15.1% | 45 | Fragile | Gov Risk | |
| 2021 | — | — | 15.9% | 45 | Fragile | Recovery | |
| 2020 | — | — | 14.8% | 43 | Fragile | Recovery | |
| 2019 | — | — | 15.4% | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 23.2% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 17.2% | 25 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 11.5% | 37 | Fragile | Recovery | |
| 2015 | — | — | 10.4% | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 15.3% | 22 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 11.0% | 24 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 9.9% | 30 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 6.2% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GERRI GEISSLER KIRCHNER | Executive Director | 17.5% of Rev | ||
| SOO-YEON LEE | BOARDMEMBER | — | ||
| SUSAN FELDMAN | Board President | — | ||
| JENNIFER GENTRY | Treasurer | — | ||
| BYRON BALBACH | Board Member | — | ||
| CARL ALTSTETTER | Secretary | — | ||
| CHARMIAN BULLEY | BOARDMEMBER | — | ||
| KEITH MOORE | BOARDMEMBER | — | ||
| WALTER MCMAHON | BOARDMEMBER | — | ||
| SUE CRAWFORD | GUILD REPRESENTATIVE | — | ||
| MARGARET GROSSMAN | ORCHESTRA REPRESENTATIVE | — | ||
| DAVID CHASCO | BOARDMEMBER | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GERRI GEISSLER-KIRCHNER | Executive Director | 16.0% of Rev | ||
| EVAN TAMMEN | ORCHESTRA REPRESENTATIVE | 0.2% of Rev | ||
| BYRON BALBACH | Board Member | — | ||
| CHARMIAN BULLEY | Board Member | — | ||
| ANN MARIE MORRISSETTE | Board Member | — | ||
| WALTER MCMAHON | Board Member | — | ||
| SUE CRAWFORD | GUILD REPRESENTATIVE | — | ||
| SUSAN FELDMAN | Board President | — | ||
| ANNE SHARPE | Board President | — | ||
| CARL ALTSTETTER | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GERRI GEISSLER-KIRCHNER | Executive Director | 16.0% of Rev | ||
| GERRI GEISSLER-KIRCHNER | Executive Director | 15.7% of Rev | ||
| EVAN TAMMEN | ORCHESTRA REPRESENTATIVE | 0.2% of Rev | ||
| BYRON BALBACH | Board Member | — | ||
| CHARMIAN BULLEY | Board Member | — | ||
| ANN MARIE MORRISSETTE | Board Member | — | ||
| WALTER MCMAHON | Board Member | — | ||
| SUE CRAWFORD | GUILD REPRESENTATIVE | — | ||
| EVAN TAMMEN | ORCHESTRA REPRESENTATIVE | — | ||
| SUSAN FELDMAN | Board President | — | ||
| ANNE SHARPE | Board President | — | ||
| CARL ALTSTETTER | Secretary | — | ||
| BYRON BALBACH | Board Member | — | ||
| CHARMIAN BULLEY | Board Member | — | ||
| ANN MARIE MORRISSETTE | Board Member | — | ||
| WALTER MCMAHON | Board Member | — | ||
| SUE CRAWFORD | GUILD REPRESENTATIVE | — | ||
| SUSAN FELDMAN | Board President | — | ||
| ANNE SHARPE | Board President | — | ||
| CARL ALTSTETTER | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 196 other orgs in IL with NTEE prefix A6.
Most-divergent component: financial score sits 14 points above the peer median (50 vs. 36).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 33 → 45 over 5 years (improving by 12 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 17.5% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.