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 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2023 | Hidden | Hidden | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 39 | Fragile | Recovery | |
| 2021 | — | — | 14.4% | 33 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 10.9% | 37 | Fragile | Decline Risk | |
| 2019 | — | — | 10.5% | 39 | Fragile | Recovery | |
| 2018 | — | — | 12.2% | 35 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 12.2% | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 16.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 19.6% | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 17.7% | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 35.1% | 27 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 18.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 20.7% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADALHI ARANDA | Artistic Director | 9.0% of Rev | ||
| SARA CLARK | Board Member | — | ||
| LAURA MORCUS | Treasurer | — | ||
| JENNIFER REYNOLDS | Board Member | — | ||
| HEATHER LYONS | Board Member | — | ||
| KAIYA WURTELE | Secretary | — | ||
| CLAY BIGLER | Board Member | — | ||
| LAYLA SLONE | Board Member | — | ||
| EAMONN FITZGERALD | Board President | — | ||
| SUZANNE SHAFFAR | Board Member | — | ||
| STEVE SZABO | Board Member | — | ||
| EMMA GUENTHNER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADALHI ARANDA | Artistic Director | 9.0% of Rev | ||
| EAMONN FITZGERALD | Board President | — | ||
| SUZANNE SHAFFAR | Board Member | — | ||
| STEVE SZABO | Board Member | — | ||
| EMMA GUENTHNER | Board Member | — | ||
| SARA CLARK | Board Member | — | ||
| LAURA MORCUS | Treasurer | — | ||
| JENNIFER REYNOLDS | Board Member | — | ||
| HEATHER LYONS | Board Member | — | ||
| KAIYA WURTELE | Secretary | — | ||
| CLAY BIGLER | Board Member | — | ||
| LAYLA SLONE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADALHI ARANDA | Artistic Director | 8.1% of Rev | ||
| SARAH GALVIN | Board President | — | ||
| LAURA MORCUS | Treasurer | — | ||
| JENNIFER REYNOLDS | Board Member | — | ||
| HEATHER LYONS | Board Member | — | ||
| KAIYA WURTELE | Secretary | — | ||
| CLAY BIGLER | Board Member | — | ||
| LAYLA SLONE | Board Member | — | ||
| EAMONN FITZGERALD | Board Member | — | ||
| SUZANNE SHAFFAR | Board Member | — | ||
| JEREMY RATLIFF | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 55 other orgs in KY with NTEE prefix A6.
Most-divergent component: program score sits 33 points above the peer median (60 vs. 27).
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.
Overall score has gone from 37 → 38 over 5 years (improving by 1 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.