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 | — | — | 8.6% | 29 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 17.6% | 24 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 7.0% | 45 | Fragile | Recovery | |
| 2020 | — | — | 4.0% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | — | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLY KERWIN | Artistic Director | 3.4% of Rev | ||
| JAMES CLIFFORD HUDSON | Board President | — | ||
| NICOLE POOLE | Secretary | — | ||
| AARON DIEHL | Treasurer | — | ||
| SUSAN CHAMBERS | Board Member | — | ||
| MAX WEITZENHOFFER | Board Member | — | ||
| CHARLES OPPENHEIM | Board Member | — | ||
| RICHARD TANENBAUM | Board Member | — | ||
| VALERIE THOMPSON | Board Member | — | ||
| MELISSA SCARAMUCCI | Board Member | — | ||
| CELINA HARRISON | Board Member | — | ||
| KELLEY BARNES | Board Member | — | ||
| BRENDA MENDOZA | Board Member | — | ||
| DICK TANENBAUM | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONALD JORDAN | Artistic Director | 1.7% of Rev | ||
| JAMES CLIFFORD HUDSON | Board President | — | ||
| NICOLE POOLE | Secretary | — | ||
| AARON DIEHL | Treasurer | — | ||
| SUSAN CHAMBERS | Board Member | — | ||
| RUTH CHARNAY | Board Member | — | ||
| BRENDA MENDOZA | Board Member | — | ||
| MAX WEITZENHOFFER | Board Member | — | ||
| CHARLES OPPENHEIM | Board Member | — | ||
| RICHARD TANENBAUM | Board Member | — | ||
| VALERIE THOMPSON | Board Member | — | ||
| MELISSA SCARAMUCCI | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN CHAMBERS | Board Member | — | ||
| RUTH CHARNAY | Board Member | — | ||
| BRENDA MENDOZA | Board Member | — | ||
| MAX WEITZENHOFFER | Board Member | — | ||
| JAMES CLIFFORD HUDSON | Board President | — | ||
| NICOLE POOLE | Secretary | — | ||
| AARON DIEHL | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 66 other orgs in OK with NTEE prefix A6.
Most-divergent component: financial score sits 37 points below the peer median (0 vs. 37).
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 32 → 29 over 5 years (declining by 3 points).
What's driving this score
- Comp-to-revenue ratio of 8.6% 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.