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 | — | — | 12.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 14.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 9.9% | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | 21.4% | 33 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 5.9% | 40 | Fragile | Stable Watch | |
| 2018 | — | — | 7.4% | 40 | Financially Distressed | Recovery | |
| 2017 | — | — | 8.8% | 30 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 8.4% | 36 | Financially Distressed | Recovery | |
| 2015 | — | — | 14.6% | 25 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 16.2% | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 9.1% | 30 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BENJAMIN RUSH | Artistic Director | 7.2% of Rev | ||
| HILLARY DREW | Executive Director | 7.2% of Rev | ||
| MICHAEL SCHOLL | Board Member | — | ||
| SUSAN CABLE | Treasurer | — | ||
| PEGGY HO | Secretary | — | ||
| SHARON GRAY | Board Member | — | ||
| MARISA GANDLER | Board Member | — | ||
| SHANA HARDGRAVE | Board Member | — | ||
| JANET KRAUS | Board President | — | ||
| ELIZABETH SCHOLL | Board President | — | ||
| JASON HARDGRAVE | Board Member | — | ||
| DARIA GREELEY | Board Member | — | ||
| CARIE BROWN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HILLARY DREW | Executive Director | 6.0% of Rev | ||
| BENJAMIN RUSH | Artistic Director | 6.0% of Rev | ||
| MICHAEL SCHOLL | Board Member | — | ||
| SUSAN CABLE | Treasurer | — | ||
| PEGGY HO | Secretary | — | ||
| SHARON GRAY | Board Member | — | ||
| MARISA GANDLER | Board Member | — | ||
| SHANA HARDGRAVE | Board Member | — | ||
| JANET KRAUS | Board President | — | ||
| ELIZABETH SCHOLL | Board President | — | ||
| JASON HARDGRAVE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HILLARY DREW | Executive Director | 4.7% of Rev | ||
| BEN RUSH | Artistic Director | 4.7% of Rev | ||
| MICHAEL SCHOLL | Board Member | — | ||
| SHARON GRAY | Board Member | — | ||
| MARISSA GANDLER | Board Member | — | ||
| SHANA HARDGRAVE | Board Member | — | ||
| JANET KRAUS | Board Member | — | ||
| SUSAN CABLE | Treasurer | — | ||
| KRISTYN HARMON | Board President | — | ||
| PEGGY HO | Secretary | — | ||
| ELIZABETH SCHOLL | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 376 other orgs in MA with NTEE prefix A6.
Most-divergent component: financial score sits 55 points below the peer median (0 vs. 55).
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 12.9% 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:
- 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.