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 | — | — | Unknown | — | |
| 2022 | — | — | — | 26 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 44.2% | 17 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 13.7% | 29 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 11.9% | 21 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| John Quillin | Artistic Director | 24.3% of Rev | ||
| Eric Tinseth | Chairman | — | ||
| Samantha Dreckman | Secretary | — | ||
| Patrick O'Brien | Treasurer | — | ||
| Christopher Raines | Board Member | — | ||
| Monique Brandon | Board Member | — | ||
| Joseph Campos | Board Member | — | ||
| Julianna DeMicco | Board Member | — | ||
| Marc Logan | Board Member | — | ||
| Bettina Wirz | Board Member | — | ||
| Robert Walker | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| John Quillin | Artistic Director | 6.9% of Rev | ||
| Eric Tinseth | Board President | — | ||
| Patrick O'Brien | Treasurer | — | ||
| Christopher Raines | Artistic Director | — | ||
| Brian Thomas | Board Member | — | ||
| Shane Lappert | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| John Quillin | Artistic Director | 4.5% of Rev | ||
| Lester Bailey | Board President | — | ||
| Patrick O'Brien | Treasurer | — | ||
| James Sweet | Secretary | — | ||
| Christopher Raines | Artistic Director | — | ||
| Ryan Brennan Sweet | Board Member | — | ||
| Christopher Williams | Board Member | — | ||
| Brian Thomas | Board Member | — | ||
| Shane Lappert | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| John Quillin | Artistic Director | 4.1% of Rev | ||
| Ryan Brennan Sweet | Board Member | — | ||
| Christopher Williams | Board Member | — | ||
| Brian Thomas | Board Member | — | ||
| Shane Lappert | Board Member | — | ||
| Lester Bailey | Board President | — | ||
| Patrick O'Brien | Treasurer | — | ||
| James Sweet | Secretary | — | ||
| Christopher Raines | Artistic Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in NC for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 24.3% 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.