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
34
Score
Governance
55
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 8.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 5.8% | 44 | Financially Distressed | Recovery | |
| 2021 | — | — | 2.6% | 43 | Fragile | Recovery | |
| 2020 | — | — | 6.3% | 36 | Fragile | Decline Risk | |
| 2019 | — | — | 4.7% | 45 | Fragile | Recovery | |
| 2018 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 11.2% | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 11.8% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 15.1% | 31 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 16.3% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIELLE GENEST | Artistic Director | 5.1% of Rev | ||
| BRAMANTE PETER | Executive Director | 3.7% of Rev | ||
| PARKER MARTHA | Board President | — | ||
| DI NAPOLI BETHANY | Board President | — | ||
| MCGREEVY PAUL | Treasurer | — | ||
| VALERIE ROBERTSON | Secretary | — | ||
| FLYNN ERIN | Secretary | — | ||
| CALLAGHAN JEFF | Board Member | — | ||
| DOUGHERTY HEBB ELIZABETH | Board Member | — | ||
| LANE STEPHEN B | Board Member | — | ||
| MCKENNA MARK | Board Member | — | ||
| ANGELA MCCALLA | Board Member | — | ||
| NEARY AIDA G | Board Member | — | ||
| REKO TOM | Board Member | — | ||
| STURDIVANT S KERSEY | Board Member | — | ||
| COURTNEY FURTADO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PETER BRAMANTE | EXECUTIVE DIECTOR | 4.1% of Rev | ||
| MARTHA PARKER | CHAIRMAN | — | ||
| BETHANY DINAPOLI | Board President | — | ||
| PAUL MCGREEVY | Treasurer | — | ||
| HANNA PFEIFFER | Secretary | — | ||
| LAUREN DANA | Board Member | — | ||
| ERIN FLYNN | Board Member | — | ||
| TINA HARSCH | Board Member | — | ||
| LIZ DOUGHERTY HEBB | Board Member | — | ||
| STEPHEN B LANE | Board Member | — | ||
| MARK MCKENNA | Board Member | — | ||
| BRETT W MCKENZIE | Board Member | — | ||
| KELLIE ANN MYRTLE-WRIGHT | Board Member | — | ||
| AIDA G NEARY | Board Member | — | ||
| TOM REKO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRAMANTE PETER | Executive Director | 5.8% of Rev | ||
| PARKER MARTHA | CHAIRMAN | — | ||
| DI NAPOLI BETHANY | Board President | — | ||
| ROSENTHAL LIZ | Secretary | — | ||
| MCGREEVEY PAUL | Treasurer | — | ||
| CALDWELL BARBARA | Board Member | — | ||
| CATALDO PETER | Board Member | — | ||
| CHAPMAN PAMELA | Board Member | — | ||
| MCKENZIE W BRETT | Board Member | — | ||
| STIRDIVANT KERSEY | Board Member | — | ||
| LANE STEPHEN | Board Member | — | ||
| MYRTLE-WRIGHT KELLIE-ANN | Board Member | — | ||
| HEBB LIZ | Board Member | — | ||
| HARSH TINA | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRAMANTE PETER | Executive Director | 5.4% of Rev | ||
| PARKER MARTHA | CHAIRMAN | — | ||
| LAROCCAJOHN | Board President | — | ||
| CALDWELL BARBARA | Secretary | — | ||
| KOREIVO MARY KAY | Treasurer | — | ||
| CHAPMAN PAMELA | Board Member | — | ||
| DI NAPOLI BETHANY | Board Member | — | ||
| VAN DER WAL TENLEY | Board Member | — | ||
| MCKENZIE W BRETT | Board Member | — | ||
| MCGREEVY PAUL | Board Member | — | ||
| BAERTLEIN HUGH | Board Member | — | ||
| BURGESS MONIQUE | Board Member | — | ||
| CRONIN MAUREEEN | Board Member | — | ||
| FURBISH GEORGE | Board Member | — | ||
| MARTIN WILLIAM C | Board Member | — | ||
| MELROY KAYLEIGH | Board Member | — | ||
| PRIMIANO JOHN PAUL | Board Member | — | ||
| ROSENTHAL LOZ | Board Member | — | ||
| SPERONI NANCY | Board Member | — | ||
| WOLOOHOJIAN MARILYN | Board Member | — |
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
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
34 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 46 other orgs in RI with NTEE prefix A6.
Most-divergent component: financial score sits 68 points below the peer median (0 vs. 68).
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 8.9% 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.