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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 20.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 18.6% | 39 | Fragile | Recovery | |
| 2021 | — | — | 19.4% | 37 | Fragile | Recovery | |
| 2020 | — | — | 20.7% | 31 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 18.2% | 37 | Fragile | Recovery | |
| 2018 | — | — | 22.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 12.3% | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 40 | Fragile | Stable Watch | |
| 2014 | — | — | — | 40 | Fragile | Recovery | |
| 2013 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MATTHEW SHEPPARD | Artistic Director | 10.3% of Rev | ||
| KYLA BRITTAIN | DEVELOP DIRE | 8.4% of Rev | ||
| DANIEL MEYERS | EXECUTIVE DI | 8.4% of Rev | ||
| JAMES ALLEN | Board President | — | ||
| CASEY CLEMENS | Board Member | — | ||
| GRACE FERNANDEZ | Board Member | — | ||
| JONATHAN HORN | Board Member | — | ||
| SIMON KARKOSCH | Board Member | — | ||
| NEHA MYERS | Board Member | — | ||
| PETER VAN NORTWICK | Treasurer | — | ||
| JENNIFER JEN PIERCE | Board Member | — | ||
| DINA PILIPCZUK | Board Member | — | ||
| ANTHONY RIANI | Board Member | — | ||
| SAROSH SAHER | Board Member | — | ||
| EDWARD SNOBLE | VICE PRESIDE | — | ||
| ALLISON WINSOR | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KARL ERIC LARSON | EXECUTIVE DI | 11.1% of Rev | ||
| MATTHEW SHEPPARD | Artistic Director | 9.6% of Rev | ||
| JAMES ALLEN | VICE PRESIDE | — | ||
| GRACE FERNANDEZ | Board Member | — | ||
| JONATHAN HORN | Board Member | — | ||
| PETER VAN NORTWICK | Treasurer | — | ||
| JENNIFER JEN PIERCE | Board Member | — | ||
| DINA PILIPCZUK | Board Member | — | ||
| ANTHONY RIANI | Board President | — | ||
| SAROSH SAHER | Board Member | — | ||
| EDWARD SNOBLE | Board President | — | ||
| MARC THAYER | Board Member | — | ||
| ALLISON WINSOR | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| K ERIC LARSON | Executive Director | 10.4% of Rev | ||
| MATTHEW SHEPPARD | Artistic Director | 9.4% of Rev | ||
| ANTHONY RIANI | Board President | — | ||
| BILL NICHOLSON | Board President | — | ||
| PETER VAN NORTWICK | Treasurer | — | ||
| ALLISON WINSOR | Secretary | — | ||
| CASEY CLEMENS | Board Member | — | ||
| NEHA MEYERS | Board Member | — | ||
| CHARLES RUSSELL ROBERTS | Board Member | — | ||
| EDWARD SNOBLE | Board Member | — | ||
| SAROSH SAHER | Board Member | — | ||
| DIANE STREDDE | Board Member | — | ||
| MARC THAYER | EX-OFFICIO | — | ||
| GRACE FERNANDEZ | Board Member | — | ||
| JAMES G ALLEN JR | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KARL E LARSON | Executive Director | 9.5% of Rev | ||
| MATTHEW SHEPPARD | Artistic Director | 8.0% of Rev | ||
| JOEL COHEN | Board President | — | ||
| NOEL CHILDS | Board Member | — | ||
| THOMAS DUNCAN | Board Member | — | ||
| PETER VAN NORTWICK | Board Member | — | ||
| SAROSH SAHER | Board President | — | ||
| WILLIAM NICHOLSON | Board Member | — | ||
| ALLISON WINSOR | Board Member | — | ||
| EDWARD SNOBLE | Secretary | — | ||
| MARY BROPHY | Board Member | — | ||
| DIANE STREDDE | Board Member | — | ||
| NEHA MEYERS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KARL E LARSON | Executive Director | 9.5% of Rev | ||
| MATTHEW SHEPPARD | Artistic Director | 7.5% of Rev | ||
| JOEL COHEN | Board President | — | ||
| NOEL CHILDS | Board Member | — | ||
| JUSTIN SMITHERMAN | Board Member | — | ||
| PETER VAN NORTWICK | Board Member | — | ||
| SAROSH SAHER | Board President | — | ||
| WILLIAM NICHOLSON | Board Member | — | ||
| ALLISON WINSOR | Board Member | — | ||
| ED SNOBLE | Secretary | — | ||
| MARY BROPHY | Board Member | — | ||
| DIANE STREDDE | Board Member | — | ||
| NEHA MEYERS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 6,922 other orgs in US with NTEE prefix B1.
Most-divergent component: governance score sits 0 points above the peer median (85 vs. 85).
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 0.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.