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
34
Score
Governance
55
Score
Financial
0
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 5.2% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 7.4% | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 10.4% | 31 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 12.4% | 31 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 7.8% | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 6.7% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 12.1% | 31 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 9.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 6.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 6.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 5.5% | 40 | Fragile | Recovery | |
| 2012 | — | — | 3.7% | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | 4.1% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Paata Tsikurishvili | Artistic Director | 5.2% of Rev | ||
| Lisa Greenhill | Board Member | — | ||
| Tracy Fisher | Board President | — | ||
| Vera Zolotarskaya | Board Member | — | ||
| Ann Tunstall | Board Member | — | ||
| Mytrang Nguyen | Board Member | — | ||
| Sundai Riggins | Board President | — | ||
| Julianna Mahley | Board Member | — | ||
| Ryan E Merkel | Board Member | — | ||
| Rick L Hardy | Board President | — | ||
| Allison J Foster | Board President | — | ||
| Suzanne Grinnan | Secretary | — | ||
| Alec Guroff | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jason Najjoum | Board Member | 4.9% of Rev | ||
| Paata Tsikurishvili | Artistic Director | 4.6% of Rev | ||
| Sundai Riggins | Board Member | — | ||
| Ricky Ramon | Board Member | — | ||
| Tracy Fisher | Board President | — | ||
| Tracy Gabriel | Board Member | — | ||
| Teresa Ball | Board Member | — | ||
| Suzanne Grinnan | Board Member | — | ||
| Ryan E Merkel | Board Member | — | ||
| Stephanie King | Board President | — | ||
| Kelly Carnes | Board Member | — | ||
| Julianna Mahley | Board Member | — | ||
| Allison J Foster | Board President | — | ||
| Tim Carlton | Secretary | — | ||
| Alec Guroff | Board President | — | ||
| Rick L Hardy | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jason Najjoum | Board Member | 6.2% of Rev | ||
| Paata Tsikurishvili | Artistic Director | 4.6% of Rev | ||
| Ryan E Merkel | Board Member | — | ||
| Julianna Mahley | Board Member | — | ||
| Blair Ruble | Board Member | — | ||
| Tracy Sayegh Gabriel | Board Member | — | ||
| Jeffrey Schragg | Board Member | — | ||
| Stephanie King | Board Member | — | ||
| Diane Dippold MacIntosh | Board Member | — | ||
| Allison J Foster | Treasurer | — | ||
| Tim Carlton | Secretary | — | ||
| Michael Haskett | Board President | — | ||
| Rick L Hardy | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Paata Tsikurishvili | Artistic Director | 4.8% of Rev | ||
| Jason Najjoum | Board Member | 3.3% of Rev | ||
| Tim Carlton | Secretary | — | ||
| Allison J Foster | Treasurer | — | ||
| Rick L Hardy | Board President | — | ||
| Stephanie King | Board Member | — | ||
| Michael Haskett | Board President | — | ||
| Diane Dippold MacIntosh | Board Member | — | ||
| Julianna Mahley | Board Member | — | ||
| Ryan E Merkel | Board Member | — | ||
| Blair Ruble | Board Member | — | ||
| Jeffrey Schragg | Board Member | — | ||
| Tracy Sayegh Gabriel | 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
0 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
34 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in VA with NTEE prefix A6.
Most-divergent component: financial score sits 36 points below the peer median (0 vs. 36).
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 5.2% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.