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
33
Score
Governance
45
Score
Financial
5
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 | Hidden | Hidden | 18.3% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 9.6% | 44 | Fragile | Recovery | |
| 2021 | — | — | 16.3% | 47 | Fragile | Recovery | |
| 2020 | — | — | 14.0% | 40 | Fragile | Recovery | |
| 2019 | — | — | 7.6% | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | 10.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 10.5% | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 8.9% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 9.9% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 10.9% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 12.4% | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 11.3% | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 11.3% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Justin Fyala | Executive Director | 10.2% of Rev | ||
| Thea Kano | Artistic Director | 10.2% of Rev | ||
| James Ellzy | Board President | — | ||
| Tomeika Bowden | Board President | — | ||
| Ray Hoffman | Secretary | — | ||
| John-Paul Hayworth | Treasurer | — | ||
| Michael Bigley | Board President | — | ||
| Adrian Gillem | Board President | — | ||
| Shawn Morris | Board Member | — | ||
| Steve Oatmeyer | Marketing Liasion | — | ||
| Brent Almond | Board Member | — | ||
| Frank Anania | Board Member | — | ||
| Sarah Arnold | Board Member | — | ||
| Rick Bennett | Board Member | — | ||
| Romm Gatongay | Board Member | — | ||
| Robert Ginzel | Board Member | — | ||
| A Howland Hartley | Board Member | — | ||
| Jack Reiffer | Board Member | — | ||
| Jessica Sutter | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Justin Fyala | Executive Director | 9.1% of Rev | ||
| Thea Kano | Artistic Director | 9.1% of Rev | ||
| Nicole Steeter | Board President | — | ||
| James Ellzy | Board President | — | ||
| Ray Hoffman | Secretary | — | ||
| Jack Reiffer | Treasurer | — | ||
| Romm Gatongay | Board President | — | ||
| Adrian Gillem | Board President | — | ||
| Michael Bigley | Board President | — | ||
| Robert Ginzel | Board President | — | ||
| Steve Oatmeyer | Board President | — | ||
| Marcus Brown | Board President | — | ||
| Brent Almond | Board Member | — | ||
| Frank Anania | Board Member | — | ||
| Rick Bennett | Board Member | — | ||
| Tomeika Bowden | Board Member | — | ||
| Carroll Hanson | Board Member | — | ||
| A Howland Hartley | Board Member | — | ||
| John-Paul Hayworth | Board Member | — | ||
| Eve Hill | Board Member | — | ||
| Jeb Stenhouse | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Justin Fyala | Executive Director | 8.2% of Rev | ||
| Tha Kano | Artistic Director | 8.2% of Rev | ||
| Micah Yarbrough | Board President | — | ||
| Jay Gilliam | Board President | — | ||
| Nicole Streeter | Board President | — | ||
| Sherri Bale | Board President | — | ||
| Jack Reiffer | Board President | — | ||
| Jeb Stenhouse | Treasurer | — | ||
| James Ellzy | Board President | — | ||
| Michael Hughes | Board President | — | ||
| Michael Bigley | Board Member | — | ||
| Romm Gatongay | Board Member | — | ||
| Robert Ginzel | Board Member | — | ||
| Rob Hall | Board Member | — | ||
| Carroll Hanson | Board Member | — | ||
| Eve Hill | Board Member | — | ||
| Ray Hoffman | Board Member | — | ||
| Fred Krebs | Board Member | — | ||
| Dale Mott | Board Member | — | ||
| Steve Oatmeyer | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Justin Fyala | Executive Director | 7.9% of Rev | ||
| Tha Kano | Artistic Director | 7.9% of Rev | ||
| Mario Sengco | Board President | — | ||
| Jay Gilliam | Board President | — | ||
| Nadia Subaran | Board President | — | ||
| Nicole Streeter | Board President | — | ||
| Jeb Stenhouse | Treasurer | — | ||
| Derrick Jones | Secretary | — | ||
| James Ellzy | Board President | — | ||
| Michael Hughes | Board President | — | ||
| Dale Mott | Board President | — | ||
| Sherri Bale | Board Member | — | ||
| Michael Bigley | Board Member | — | ||
| Robert Ginzel | Board Member | — | ||
| Rob Hall | Board Member | — | ||
| Caroll Hanson | Board Member | — | ||
| Eve Hill | Board Member | — | ||
| Ray Hoffman | Board Member | — | ||
| Fred Krebs | Board Member | — | ||
| Steve Oatmeyer | Board Member | — | ||
| Jack Reiffer | 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
5 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
33 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 55 other orgs in DC with NTEE prefix A6.
Most-divergent component: financial score sits 21 points below the peer median (5 vs. 26).
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 18.3% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.