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
40
Score
Governance
42
Score
Financial
25
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 29.4% | 40 | Fragile | Gov Risk | |
| 2022 | — | — | 18.0% | 41 | Fragile | Recovery | |
| 2021 | — | — | 19.2% | 35 | Fragile | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 2.8% | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | 28.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 18.5% | 37 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 15.3% | 41 | Fragile | Stable Watch | |
| 2015 | — | — | 20.4% | 41 | Fragile | Recovery | |
| 2014 | — | — | 29.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 21.4% | 37 | Fragile | Recovery | |
| 2012 | — | — | 34.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 32.3% | 36 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lisa Kaplan | Executive Dir. | 13.4% of Rev | ||
| Matthew Duvall | Artistic Director | 13.3% of Rev | ||
| Lee Goldstein | Board President | — | ||
| Matt Hammer | Treasurer | — | ||
| Tremaine Atkinson | Board Member | — | ||
| Bryce Dessner | Board Member | — | ||
| Megan E Doherty | Board Member | — | ||
| Vanessa Stephens | Board Member | — | ||
| Claire Rice | Board Member | — | ||
| Peter Taub | Board Member | — | ||
| Tony Scott-Green | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Matthew Duvall | Artistic Director | 14.7% of Rev | ||
| Lisa Kaplan | Executive Dir. | 14.7% of Rev | ||
| Tony Scott-Green | Board President | — | ||
| Matt Hammer | Treasurer | — | ||
| Tremaine Atkinson | Board Member | — | ||
| Bryce Dessner | Board Member | — | ||
| Megan E Doherty | Board Member | — | ||
| Lee Goldstein | Board Member | — | ||
| Claire Rice | Board Member | — | ||
| Peter Taub | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Matthew Duvall | Artistic Director | 11.7% of Rev | ||
| Lisa Kaplan | Executive Dir. | 9.0% of Rev | ||
| Matther Duvall | Artistic Director | 6.2% of Rev | ||
| Lisa Kaplan | Executive Dir. | 5.7% of Rev | ||
| Tony Scott-Green | Board President | — | ||
| Matt Hammer | Treasurer | — | ||
| Tremaine Atkinson | Board Member | — | ||
| Bryce Dessner | Board Member | — | ||
| Megan E Doherty | Board Member | — | ||
| Mateo Tapia | Board Member | — | ||
| Peter Taub | Board Member | — | ||
| Claire Rice | Board Member | — | ||
| Tony Scott-Green | Board President | — | ||
| Matt Hammer | Treasurer | — | ||
| Tremaine Atkinson | Board Member | — | ||
| Bryce Dessner | Board Member | — | ||
| Megan E Doherty | Board Member | — | ||
| Lee Goldstein | Board Member | — | ||
| Claire Rice | Board Member | — | ||
| Peter Taub | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TREMAIN ATKINSON | Board Member | — | ||
| KATE BENSON | Board President | — | ||
| BRYCE DESSNER | Board Member | — | ||
| MEGAN DOHERTY | Board Member | — | ||
| MATTHEW DUVALL | Board Member | — | ||
| MATT HAMMER | Secretary | — | ||
| LISA KAPLAN | EXECUTIVE DI | — | ||
| CLAIRE RICE | Board Member | — | ||
| TONY SCOTT-GREEN | Board President | — | ||
| MATEO TAPIA | Board Member | — | ||
| PETER TAUB | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LISA KAPLAN | EXECUTIVE DI | 2.2% of Rev | ||
| TREMAIN ATKINSON | Board Member | — | ||
| KATE BENSON | Board President | — | ||
| DR NANCY RG CHURCH | Board Member | — | ||
| BRYCE DESSNER | Board Member | — | ||
| MATTHEW DUVALL | Board Member | — | ||
| MATT HAMMER | Secretary | — | ||
| TONY SCOTT-GREEN | Board President | — | ||
| MATEO TAPIA | Board Member | — | ||
| PETER TAUB | 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
25 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
40 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 195 other orgs in IL with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 vs. 32).
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 29.4% 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.
- Sustained governance decline: score fell from 58 to 42 across 4 years — a multi-year pattern, not a single bad filing.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 29.4% to under 22% of revenue — would move governance score by ~15 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.