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
25
Score
Governance
45
Score
Financial
0
Score
Program
45
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
2025
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 | — | — | 19.5% | 25 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 16.2% | 31 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 31.1% | 24 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 19.3% | 29 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 22.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 9.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 9.3% | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | 19.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 9.5% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 18.0% | 30 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 19.7% | 26 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 11.4% | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 9.9% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES HIPPENSTIEL | EXECTIVE ARTIST | 16.9% of Rev | ||
| MATT CABRERA | Board Member | — | ||
| PHIL LISLE | ADVISOR | — | ||
| ALYSE BARON | Board President | — | ||
| JEFF BETHARD | Board President | — | ||
| BARBARA KUNTZ | Board Member | — | ||
| DONNA MARVOS | Board Member | — | ||
| GANTRY WILSON | Board Member | — | ||
| NAOMI SOGNEFEST | Secretary | — | ||
| TEREZA SPARKS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Hippenstiel | Artistic Director | 13.4% of Rev | ||
| Holly Bisaha | Board Member | 10.5% of Rev | ||
| Treasurer | 1.6% of Rev | |||
| John Bisaha | Chairman | 0.5% of Rev | ||
| Alyse Baron | Board President | — | ||
| Jeff Bethard | Board President | — | ||
| Elizabeth Curtis | Secretary | — | ||
| Linda Plass | Chief Financial Officer | — | ||
| Barbara Kuntz | Board Member | — | ||
| Donna Mavros | Board Member | — | ||
| Erin Mike | Board Member | — | ||
| Gantry Wilson | Board Member | — | ||
| Summer Wiseman | Board Member | — | ||
| Nelly Maximous | Board Member | — | ||
| Stephen Reifenstein | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Hippenstiel | Artistic Director | 12.9% of Rev | ||
| Holly Bisaha | Board Member | 10.4% of Rev | ||
| Sharon Siegel | Treasurer | 1.4% of Rev | ||
| John Bisaha | Board Chairman | 0.5% of Rev | ||
| Alyse Baron | Board President | — | ||
| Jeff Bethard | Board Member | — | ||
| Elizabeth Curtis | Secretary | — | ||
| Sebastian Gutierrez | Board Member | — | ||
| Barbara Kuntz | Board Member | — | ||
| Donna Mavros | Board Member | — | ||
| Nelly Maximous | Board Member | — | ||
| Erin Mike | Board Member | — | ||
| Beth Schlecter | Board Member | — | ||
| Stephen Reifenstein | Board Member | — | ||
| Gantry Wilson | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES HIPPENSIEL | Board Member | 12.9% of Rev | ||
| HOLLY BISAHA | Board Member | 10.4% of Rev | ||
| GANTRY WILSON | Board Member | — | ||
| JOHN BISAHA | CHAIRMAN | — |
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
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
25 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in CA 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 16.9% 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:
- 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.