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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 8.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 8.7% | 40 | Fragile | Recovery | |
| 2021 | — | — | 7.1% | 38 | Fragile | Recovery | |
| 2020 | — | — | 6.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 8.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 8.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 7.8% | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | 9.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 7.5% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 6.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 8.4% | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 10.6% | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW HARRIS | Artistic Director | 8.4% of Rev | ||
| TAMEKKA CORNELIUS | Board Member | — | ||
| ANNIE DUTTON | Board Member | — | ||
| SHARON YOWELL | Board Member | — | ||
| JANE PRIZANT | Board Member | — | ||
| ANGIE TOBIAS | Board Member | — | ||
| JIMICA HOWARD | Board Member | — | ||
| LEAH PETROKUBI | Board Member | — | ||
| CATHY COLLIVER | Board President | — | ||
| ANGIE BUCKLER | EXECUTIVE COMMITTEE | — | ||
| JOHN SELENT | EXECUTIVE COMMITTEE | — | ||
| JIMI FITCH | EXECUTIVE COMMITTEE | — | ||
| PATTI CLARE | Board President | — | ||
| ELIZABETH ZIMMERMAN | EXECUTIVE COMMITTEE | — | ||
| JOHN ESCOSA | Secretary | — | ||
| KATHY CAMPBELL | EXECUTIVE COMMITTEE | — | ||
| CHRISTOPHER HILBERT | Board Member | — | ||
| MARK GOMSAK | Board Member | — | ||
| BRAD KEETON | Board Member | — | ||
| MARKUS WINKLER | Board Member | — | ||
| KYLE MERKLE | Board Member | — | ||
| MEGAN CLEVELAND | Board Member | — | ||
| ALINA KLIMKINA | Board Member | — | ||
| TRICIA LISTER | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW HARRIS | Artistic Director | 8.4% of Rev | ||
| ALINA KLIMKINA | Board Member | — | ||
| ANGIE TOBIAS | EXECUTIVE COMMITTEE | — | ||
| ANNIE DUTTON | Board Member | — | ||
| CAROL LAMBERT | Board Member | — | ||
| JEANNE CURTIS | Board Member | — | ||
| CHRISTOPHER GILBERT | EXECUTIVE COMMITTEE | — | ||
| CLAIRE SIMMS | Board Member | — | ||
| GLENDA THOME | Board Member | — | ||
| JANE PRIZANT | Board Member | — | ||
| JIMICA HOWARD | Board Member | — | ||
| JOHN ESCOSA | EXECUTIVE COMMITTEE | — | ||
| KATELYN BROWN | Board Member | — | ||
| KYLE MERKLE | Board Member | — | ||
| MEGAN CLEVELAND | Board Member | — | ||
| MARKUS WINKLER | Board Member | — | ||
| CATHY COLLIVER | Board President | — | ||
| SAM CORBETT | EXECUTIVE COMMITTEE | — | ||
| SHARON YOWELL | Board Member | — | ||
| ELLIE DOTY | Board Member | — | ||
| CECELIA HOUSER | EXECUTIVE COMMITTEE | — | ||
| PEGGY KRUG | Board Member | — | ||
| LEAH PETROKUBI | Board Member | — | ||
| JOHN SELENT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW HARRIS | Artistic Director | 8.0% of Rev | ||
| PAUL ESSELMAN | EXECUTIVE COMMITTEE | — | ||
| JOHN ESCOSA | EXECUTIVE COMMITTEE | — | ||
| SAM CORBETT | EXECUTIVE COMMITTEE | — | ||
| GLENDA THOME | EXECUTIVE COMMITTEE | — | ||
| MEGAN MCDOUGAL | EXECUTIVE COMMITTEE | — | ||
| CATHY COLLIVER | EXECUTIVE COMMITTEE | — | ||
| CARLA WRIGHT | EXECUTIVE COMMITTEE | — | ||
| CLAIRE SIMS | EXECUTIVE COMMITTEE | — | ||
| MICHAEL MERRICK | Board Member | — | ||
| CAROL LAMBERT | Board Member | — | ||
| ANNIE DUTTON | Board Member | — | ||
| JIMICA HOWARD | Board Member | — | ||
| VALARIE ROBERTS-ALLEN | Board Member | — | ||
| SHARON YOWELL | Board Member | — | ||
| CHRIS GILBERT | Board Member | — | ||
| SUZANNE WRIGHT | Board Member | — | ||
| PEGGY KRUG | CHAIRMAN | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW HARRIS | Artistic Director | 7.7% of Rev | ||
| CARL THOMAS | EXECUTIVE COMMITTEE | — | ||
| PEGGY KRUG | EXECUTIVE COMMITTEE | — | ||
| SAM CORBETT | EXECUTIVE COMMITTEE | — | ||
| MICHAEL MERRICK | EXECUTIVE COMMITTEE | — | ||
| GLENDA THOME | EXECUTIVE COMMITTEE | — | ||
| MEGAN MCDOUGAL | EXECUTIVE COMMITTEE | — | ||
| CATHY COLLIVER | EXECUTIVE COMMITTEE | — | ||
| CARLA WRIGHT | EXECUTIVE COMMITTEE | — | ||
| CLAIRE SIMS | EXECUTIVE COMMITTEE | — | ||
| KRISTEN BYRD | Board Member | — | ||
| CAROL LAMBERT | Board Member | — | ||
| JENNIFER LUHRS | Board Member | — | ||
| JAMIE PARADIS | Board Member | — | ||
| ALLEN PLATT | Board Member | — | ||
| LEISA SCHULZ | Board Member | — | ||
| BRECK THOMAS-ROSS | Board Member | — | ||
| STEPHANIE UBELHART | Board Member | — | ||
| SUZANNE WRIGHT | Board Member | — | ||
| JONATHAN RIEHM | CHAIRMAN | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW HARRIS | Artistic Director | 6.1% of Rev | ||
| IDRIS GOODWIN | Artistic Director | 5.7% of Rev | ||
| JONATHAN RIEHM | CHAIRMAN | — | ||
| CARL THOMAS | EXECUTIVE COMMITTEE | — | ||
| PEGGY KRUG | EXECUTIVE COMMITTEE | — | ||
| SAM CORBETT | EXECUTIVE COMMITTEE | — | ||
| MICHAEL MERRICK | EXECUTIVE COMMITTEE | — | ||
| GLENDA THOME | EXECUTIVE COMMITTEE | — | ||
| MEGAN MCDOUGAL | EXECUTIVE COMMITTEE | — | ||
| CATHY COLLIVER | EXECUTIVE COMMITTEE | — | ||
| MARY GARRIS | Board Member | — | ||
| KRISTEN BYRD | Board Member | — | ||
| CAROL LAMBERT | Board Member | — | ||
| JENNIFER LUHRS | Board Member | — | ||
| JAMIE PARADIS | Board Member | — | ||
| ALLEN PLATT | Board Member | — | ||
| LEISA SCHULZ | Board Member | — | ||
| BRECK THOMAS-ROSS | Board Member | — | ||
| STEPHANIE UBELHART | Board Member | — | ||
| SUZANNE WRIGHT | Board Member | — | ||
| JEFF ROGERS | Board Member | — | ||
| CARLA WRIGHT | EXECUTIVE COMMITTEE | — | ||
| CLAIRE SIMS | EXECUTIVE COMMITTEE | — |
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 91 other orgs in KY 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 8.4% 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.