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
30
Score
Governance
58
Score
Financial
0
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 1.6% | 30 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 1.7% | 30 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 111.2% | 21 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 3.1% | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 1.7% | 35 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 1.1% | 35 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 1.2% | 35 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 1.2% | 35 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 1.5% | 39 | Financially Distressed | Recovery | |
| 2014 | — | — | 1.5% | 35 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 0.7% | 43 | Fragile | Recovery | |
| 2012 | — | — | — | 46 | Fragile | Decline Risk | |
| 2011 | — | — | — | 48 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSIAH A SPAULDING JR | Executive Director | Hidden | ||
| MICHAEL SZCZEPKOWSKI | Executive Director | Hidden | ||
| JOHN F PERKINS | Executive Director | Hidden | ||
| BRIAN GALE | Executive Director | Hidden | ||
| SUE PEKOCK | Vice President | Hidden | ||
| LISA MUISE | CONTROLLER | Hidden | ||
| COREY EVANS | Vice President | Hidden | ||
| ANNE TAYLOR | SENIOR EXECUTIVE ASSISTANT | Hidden | ||
| ERIC NEILL | Board Member | Hidden | ||
| JOHN WORDEN | Treasurer | Hidden | ||
| JOHN CASEY SOWARD | Executive Director | Hidden | ||
| MARK WELD | Board Member | — | ||
| COURTNEY WANG | Board Member | — | ||
| GINA CONSYLMAN | Board Member | — | ||
| GREGORY WHITE | Board Member | — | ||
| MICHAEL CHRISTIAN | Board Member | — | ||
| STEPHEN GIULIETTI | Treasurer | — | ||
| BRIAN AWE | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSIAH A SPAULDING JR | Executive Director | Hidden | ||
| MICHAEL SZCZEPKOWSKI | Board President | Hidden | ||
| JOHN F PERKINS | Treasurer | Hidden | ||
| BRIAN GALE | Executive Director | Hidden | ||
| SUE PEKOCK | CAO, DEV. & INS. MARKETING | Hidden | ||
| LISA MUISE | CONTROLLER | Hidden | ||
| COREY EVANS | Vice President | Hidden | ||
| ERIC NEILL | DIR. OF THEATRE OPERATIONS | Hidden | ||
| ANNE TAYLOR | SENIOR EXECUTIVE ASSISTANT | Hidden | ||
| JOSEPH DONLAVEY | DIR. OF SALES & CORP. DEVELOPMENT | Hidden | ||
| MARK WELD | Board Member | — | ||
| COURTNEY WANG | Board Member | — | ||
| GREGORY WHITE | Board Member | — | ||
| GINA CONSYLMAN | Board Member | — | ||
| STEPHEN GIULIETTI | Treasurer | — | ||
| MARK MCHUGH | Treasurer | — | ||
| BRIAN AWE | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSIAH A SPAULDING JR | Executive Director | Hidden | ||
| MICHAEL SZCZEPKOWSKI | Board President | Hidden | ||
| JOHN F PERKINS | Treasurer | Hidden | ||
| BRIAN GALE | Vice President | Hidden | ||
| SUE PEKOCK | CAO, DEV. & INSTITUTIONAL MKTG. | Hidden | ||
| LISA MUISE | CONTROLLER | Hidden | ||
| COREY EVANS | Vice President | Hidden | ||
| ERIC NEILL | Board Member | Hidden | ||
| ANNE TAYLOR | SENIOR EXECUTIVE ASSISTANT | Hidden | ||
| JOSEPH DONLAVEY | Board Member | Hidden | ||
| MARK WELD | Board Member | — | ||
| COURTNEY WANG | Board Member | — | ||
| GREGORY WHITE | Board Member | — | ||
| BRIAN AWE | Secretary | — | ||
| MARK MCHUGH | Treasurer | — | ||
| GINA CONSYLMAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSIAH A SPAULDING JR | Executive Director | Hidden | ||
| MICHAEL SZCZEPKOWSKI | Board President | Hidden | ||
| JOHN F PERKINS | Treasurer | Hidden | ||
| SUE DAHLING SULLIVAN | CHIEF OF STAFF (THRU 6/2020) | Hidden | ||
| BRIAN GALE | Vice President | Hidden | ||
| SUE PEKOCK | CAO, DEV. & INSTITUTIONAL MKTG. | Hidden | ||
| LISA MUISE | CONTROLLER | Hidden | ||
| COREY EVANS | Vice President | Hidden | ||
| ERIC NEILL | Board Member | Hidden | ||
| MARK WELD | Board Member | — | ||
| COURTNEY WANG | Board Member | — | ||
| DAVID BALTER | Board Member | — | ||
| GREGORY WHITE | Board Member | — | ||
| BRIAN AWE | Secretary | — | ||
| MARK MCHUGH | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSIAH A SPAULDING JR | Executive Director | Hidden | ||
| MICHAEL SZCZEPKOWSKI | Board President | Hidden | ||
| JOHN F PERKINS | Treasurer | Hidden | ||
| JULIE MANNING TERM 13120 | Vice President | Hidden | ||
| LISA MUISE | CONTROLLER | Hidden | ||
| SUE DAHLING SULLIVAN | CHIEF OF STAFF | Hidden | ||
| ERIC NEILL | Board Member | Hidden | ||
| COREY EVANS | Vice President | Hidden | ||
| ANNE TAYLOR | SENIOR EXECUTIVE ASSISTANT | Hidden | ||
| MARK WELD | Board Member | — | ||
| COURTNEY WANG | Board Member | — | ||
| DAVID BALTER | Board Member | — | ||
| GREGORY WHITE | Board Member | — | ||
| BRIAN AWE | Secretary | — | ||
| MARK MCHUGH | Treasurer | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
30 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 245 other orgs in MA with NTEE prefix A6.
Most-divergent component: financial score sits 42 points below the peer median (0 vs. 42).
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 1.6% 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.