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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 5.6% | 36 | Financially Distressed | Recovery | |
| 2022 | — | — | 12.3% | 42 | Fragile | Stable Watch | |
| 2021 | — | — | 9.7% | 44 | Fragile | Recovery | |
| 2020 | — | — | 9.3% | 38 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 6.3% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | 6.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 7.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 7.1% | 38 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 7.1% | 40 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 8.1% | 40 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 9.0% | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDERSON WELLS | Board Member | 6.3% of Rev | ||
| ALLISON ARKELL STOCKMAN | Artistic Director | — | ||
| KENYATTA T BRUNSON | Board President | — | ||
| SCOTT CHATHAM | Board President | — | ||
| IAN SHUMAN | Treasurer | — | ||
| ROBERT BACON | Board Member | — | ||
| MICHAEL BURKE | Board Member | — | ||
| ERIN D DRAKE | Board Member | — | ||
| KEIKO TAKAGI | Board Member | — | ||
| SCOTT HAHN | Board Member | — | ||
| MATT HAYNIE | Board Member | — | ||
| ANDREW ZUKOSKY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW GUBAN | Board Member | 7.7% of Rev | ||
| DEBODHONYAA SENGUPTA | Board President | — | ||
| SCOTT CHATHAM | Board President | — | ||
| LUCINDA ROMBERG | Secretary | — | ||
| IAN SHUMAN | Treasurer | — | ||
| ALLISON ARKELL STOCKMAN | Artistic Director | — | ||
| MICHAEL BURKE | Board Member | — | ||
| JENNIFER ELLER | Board Member | — | ||
| MATTHEW HAYNIE | Board Member | — | ||
| SCOTT HAHN | Board Member | — | ||
| GENE LAPORTA | Board Member | — | ||
| KEIKO TAKAGI | Board Member | — | ||
| BEVERLY WITH | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW GUBAN | Board Member | 7.7% of Rev | ||
| ALLISON ARKELL STOCKMAN | Artistic Director | — | ||
| DEBODHONYAA SENGUPTA | Board President | — | ||
| SCOTT CHATHAM | Board President | — | ||
| LUCINDA ROMBERG | Secretary | — | ||
| IAN SHUMAN | Treasurer | — | ||
| MICHAEL BURKE | Board Member | — | ||
| JENNIFER ELLER | Board Member | — | ||
| MATTHEW HAYNIE | Board Member | — | ||
| SCOTT HAHN | Board Member | — | ||
| GENE LAPORTA | Board Member | — | ||
| KEIKO TAKAGI | Board Member | — | ||
| BEVERLY WITH | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 6 other orgs in DC with NTEE prefix A2.
Most-divergent component: program score sits 17 points above the peer median (60 vs. 43).
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 5.6% 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.