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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 9.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 6.5% | 42 | Fragile | Recovery | |
| 2020 | — | — | 11.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 10.6% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | 12.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 12.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 12.7% | 38 | Financially Distressed | Recovery | |
| 2015 | — | — | 15.0% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 16.6% | 37 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 15.2% | 41 | Fragile | Recovery | |
| 2012 | — | — | 15.3% | 37 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 16.8% | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES SEXTON | Artistic Director | 8.4% of Rev | ||
| ANGELA MCCORKLE BUCKLER | VICE PRESIDE | — | ||
| JOE LEGEL CPA | Treasurer | — | ||
| KATHY CAMPBELL | Board Member | — | ||
| PATTI CLARE | Secretary | — | ||
| BROOKE EDGE | PAST PRESIDE | — | ||
| JENNIFER GEBHART | Board Member | — | ||
| MARK GOMSAK | BOARD PRESID | — | ||
| KEVIN HYDE | Board Member | — | ||
| BRAD KEETON | PAST PRESIDE | — | ||
| JONATHAN LOWE | Board Member | — | ||
| ELIZABETH ZIMMERMAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES SEXTON | Artistic Director | 8.4% of Rev | ||
| ALISON HUFF | Executive Director | 7.6% of Rev | ||
| ANGELA MCCORKLE BUCKLER | VICE PRESIDE | — | ||
| JOE LEGEL CPA | Treasurer | — | ||
| KATHY CAMPBELL | Board Member | — | ||
| PATTI CLARE | Secretary | — | ||
| SABRA L CROCKETT | Board Member | — | ||
| JANELLE RENEE DUNN | Board Member | — | ||
| BROOKE EDGE | PAST PRESIDE | — | ||
| JENNIFER GEBHART | Board Member | — | ||
| MARK GOMSAK | BOARD PRESID | — | ||
| KEVIN HYDE | Board Member | — | ||
| MATT KAMER | Board President | — | ||
| BRAD KEETON | PAST PRESIDE | — | ||
| JONATHAN LOWE | Board President | — | ||
| SAROJINI KANOTRA PHD | Board Member | — | ||
| EMORY WILLIAMSON | Board Member | — | ||
| ELIZABETH ZIMMERMAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES SEXTON | Artistic Director | 8.4% of Rev | ||
| ALISON HUFF | Executive Director | 7.5% of Rev | ||
| ANGELA MCCORCKLE BUCKLER | Board Member | — | ||
| JOE LEGEL CPA | Treasurer | — | ||
| KATHY CAMPBELL | Board Member | — | ||
| PATTI CLARE | Secretary | — | ||
| SABRA L CROCKETT | Board Member | — | ||
| JANELLE RENEE DUNN | Board Member | — | ||
| JENNIFER GEBHART | Board Member | — | ||
| MARK GOMSAK | VICE PRESIDE | — | ||
| KEVIN HYDE | Board Member | — | ||
| MATT KAMER | Board President | — | ||
| BRAD KEETON | PAST PRESIDE | — | ||
| JONATHAN LOWE | Board President | — | ||
| BROOKE EDGE PHD | BOARD PRESID | — | ||
| MELANIE HOUSE-MANSFIELD PHD | Board Member | — | ||
| SAROJINI KANOTRA PHD | Board Member | — | ||
| EMORY WILLIAMSON | Board Member | — | ||
| ELIZABETH ZIMMERMAN | 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: financial score sits 39 points below the peer median (0 vs. 39).
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 38 → 32 over 5 years (declining by 6 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.