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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 9.7% | 44 | Fragile | Stable Watch | |
| 2022 | — | — | 8.6% | 44 | Fragile | Recovery | |
| 2021 | — | — | 7.0% | 42 | Fragile | Recovery | |
| 2020 | — | — | 10.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 7.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 7.1% | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | 7.7% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 7.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 5.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 6.3% | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | 7.7% | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | 6.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 7.1% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY GRANT WOLFE | Executive Director | 9.7% of Rev | ||
| MARK OLSEN | Board President | — | ||
| KEN SHEPHERD | Board President | — | ||
| RICK RASTIN | Treasurer | — | ||
| SUSAN BENNINGHOFF | Secretary | — | ||
| THE HON MARK D WOLFE | Executive Director | — | ||
| SHARON FONTANELLA | Board Member | — | ||
| PHIL GROSS | Board Member | — | ||
| SAM HILL | Board Member | — | ||
| JENNA LOEWER DPT | Board Member | — | ||
| STEVEN MITCHELL | Board Member | — | ||
| BENNETT WHITLOCK | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY GRANT WOLFE | Artistic Director | 9.7% of Rev | ||
| MARK OLSEN | Board President | — | ||
| JOHN FOOTE | Board President | — | ||
| RICK RASTIN | Treasurer | — | ||
| SUSAN BENNINGHOFF | Secretary | — | ||
| THE HON MARK D WOLFE | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY GRANT WOLFE | Artistic Director | 7.4% of Rev | ||
| MARK OLSEN | Board President | — | ||
| JOHN FOOTE | Board President | — | ||
| RICK RASTIN | Treasurer | — | ||
| SUSAN BENNINGHOFF | Secretary | — | ||
| THE HON MARK D WOLFE | Executive Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY GRANT WOLFE | Artistic Director | 7.0% of Rev | ||
| RICH MEYER | Board President | — | ||
| JOHN FOOTE | Board President | — | ||
| JEANMARIE KOMYATHY | Treasurer | — | ||
| SUSAN BENNINGHOFF | Secretary | — | ||
| THE HON MARK D WOLFE | Executive Director | — |
Score breakdown
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: program score sits 31 points above the peer median (60 vs. 29).
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 9.7% 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.