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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 5.3% | 40 | Fragile | Decline Risk | |
| 2021 | — | — | 9.6% | 45 | Fragile | Recovery | |
| 2020 | — | — | 19.5% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 29.0% | 26 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 24.8% | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 43 | Fragile | Recovery | |
| 2016 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LEE ZIMMERMAN ESQ | BOARD PRESID | — | ||
| RICHARD KETCHAM | VICE PRESIDE | — | ||
| SUSAN KAMMERAAD-CAMPBELL | Secretary | — | ||
| KEN SMITH | Treasurer | — | ||
| AMY SCHUCK | ORCHESTRA PR | — | ||
| HARRY DYKEMAN | Board Member | — | ||
| DEAN GLACE | Board Member | — | ||
| DR MARTY PRESSMAN | Board Member | — | ||
| EBBIE JONES | Board Member | — | ||
| APRIL ALDRICH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW PRICE | MUSICIANS PR | 5.4% of Rev | ||
| DEAN GLACE | CHAIRMAN | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WOJCIECH MILEWSKI | MUSIC DIRECT | 9.9% of Rev | ||
| DEAN GLACE | CHAIRMAN | 2.3% of Rev | ||
| ANDREW PRICE | MUSICIANS PR | 0.3% of Rev | ||
| DIANE RODWELL | Secretary | 0.1% of Rev | ||
| ANDREW KREEK | Board Member | — | ||
| RICH MILLER | Board Member | — | ||
| KEN SMITH | Treasurer | — | ||
| RICHARD KETCHAM | VICE CHAIRMA | — | ||
| SUSAN KAMMERAAD-CAMPBELL | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 97 other orgs in SC with NTEE prefix A6.
Most-divergent component: financial score sits 33 points below the peer median (0 vs. 33).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.