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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 31.5% | 32 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 44.8% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 35.5% | 26 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 43.1% | 26 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 45.7% | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAREY BOSTIAN | Artistic Director | 15.8% of Rev | ||
| MIERA KIM | EXECUTIVE DI | 15.8% of Rev | ||
| TOM CARROLL | Board Member | — | ||
| JOHN HEGARTY | CHAIRMAN | — | ||
| TODD HENDRICKS | Board Member | — | ||
| JONATHAN ICE | Board Member | — | ||
| LYSE STRNAD | Board Member | — | ||
| MELISSA SUMMERS | Board Member | — | ||
| THOMAS WOLLE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIERA KIM | EXECUTIVE DI | 15.5% of Rev | ||
| CAREY BOSTIAN | Artistic Director | 15.5% of Rev | ||
| JOHN HEGARTY | CHAIRMAN | — | ||
| TOM CARROLL | Board Member | — | ||
| TODD HENDRICKS | Board Member | — | ||
| JONATHAN ICE | Board Member | — | ||
| MELISSA SUMMERS | Board Member | — | ||
| LYSE STRNAD | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 85 other orgs in IA with NTEE prefix A6.
Most-divergent component: financial score sits 24 points below the peer median (15 vs. 39).
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 31.5% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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:
- Reduce top-officer compensation from 31.5% to under 22% of revenue — would move governance score by ~19 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.