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
32
Score
Governance
50
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
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 | — | — | Unknown | — | |
| 2022 | — | — | 14.0% | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 0.9% | 35 | Financially Distressed | Recovery | |
| 2020 | — | — | 13.9% | 31 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 12.6% | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 16.7% | 27 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 20.2% | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 12.2% | 31 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 6.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 6.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 7.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 6.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 7.2% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHANE PETERMAN | Board Member | 14.0% of Rev | ||
| SHANE PETERMAN | Artistic Director | 14.0% of Rev | ||
| NADIA LOUDON | Board Member | — | ||
| TIMOTHY HORAN | Board Member | — | ||
| BARBARA DASEKE | Board Member | — | ||
| BRITTANY WILLIS | Board Member | — | ||
| CRAIG SUTTON | Board Member | — | ||
| NADIA LOUDON | Board Member | — | ||
| TIFFANY RICHMOND | Board Member | — | ||
| TIMOTHY HORAN | Board Member | — | ||
| BLAKE CLEMENS | Board Member | — | ||
| BARBARA DASEKE | Board Member | — | ||
| JAEANNETTE JOHNSON | Secretary | — | ||
| BRITTANY WILLIS | Board Member | — | ||
| MAGGIE VERA | Board President | — | ||
| CRAIG SUTTON | Board Member | — | ||
| ROSALIND BENJET | Board Member | — | ||
| TIFFANY RICHMOND | Board Member | — | ||
| BRUCE ARFSTEN | Board Member | — | ||
| BLAKE CLEMENS | Board Member | — | ||
| REBECCA NEEF | Board President | — | ||
| JAEANNETTE JOHNSON | Secretary | — | ||
| PHILIP LONGACRE | Treasurer | — | ||
| MAGGIE VERA | Board President | — | ||
| ROSALIND BENJET | Board Member | — | ||
| BRUCE ARFSTEN | Board Member | — | ||
| REBECCA NEEF | Board President | — | ||
| PHILIP LONGACRE | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Shane Peterman | Board Member | 1.1% of Rev | ||
| Blake Clemens | Board Member | — | ||
| Jeannette Johnson | Secretary | — | ||
| Maggie Vera | Board President | — | ||
| Rosalind Benjet | Board Member | — | ||
| Bruce Arfsten | Board Member | — | ||
| Rebecca Neef | Board President | — | ||
| Philip Longacre | Treasurer | — | ||
| Nadia Loudon | Board Member | — | ||
| Timothy Horan | Board Member | — | ||
| Barbara Daseke | Board Member | — | ||
| Brittany Willis | Board Member | — | ||
| Craig Sutton | Board Member | — | ||
| Tiffany Richmond | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHANE PETERMAN | Board Member | 11.3% of Rev | ||
| DELYNDA R JOHNSON MORAVEC | Treasurer | 7.2% of Rev | ||
| NANCY WILLIAMS | Board President | — | ||
| PHILIP A LONGACRE | Board President | — | ||
| STEVEN PIPES | Board President | — | ||
| REBECCA NEEF | Secretary | — | ||
| KEN MINDELL | Treasurer | — | ||
| ROZ BENJET | Board Member | — | ||
| BRUCE ARFSTEN | Board Member | — | ||
| BLAKE CLEMENS | Board Member | — | ||
| CRAIG SUTTON | Board Member | — | ||
| GRACE DANIELS | Board Member | — | ||
| TIFFANY RICHMOND | Board Member | — | ||
| MAGGIE VERA | Board Member | — | ||
| BRITTANY WILLIS | Board Member | — | ||
| ANDREA REDMON | Board Member | — | ||
| JEANETTE JOHNSON | Board Member | — | ||
| TIMOTHY P HORAN | Board Member | — | ||
| NADIA LOUDON | Board Member | — | ||
| BARBARA DASEKE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHANE PETERMAN | Board Member | 9.5% of Rev | ||
| DELYNDA R JOHNSON MORAVEC | Treasurer | 8.7% of Rev | ||
| NANCY WILLIAMS | Board President | — | ||
| CRAIG SUTTON | Board President | — | ||
| RON WHITEHEAD | Board President | — | ||
| NANCY BRENNER | Secretary | — | ||
| KEN MINDELL | Treasurer | — | ||
| ROZ BENJET | Board Member | — | ||
| BRUCE ARFSTEN | Board Member | — | ||
| BLAKE CLEMENS | Board Member | — | ||
| JENNIFER MARTINEZ | Board Member | — | ||
| GRACE DANIELS | Board Member | — | ||
| REBECCA NEEF | Board Member | — | ||
| STEVEN PIPES | Board Member | — | ||
| PHILIP A LONGACRE | Board Member | — | ||
| ANDREA REDMON | Board Member | — | ||
| CORKY PLEDGER | Board Member | — | ||
| TIMOTHY P HORAN | Board Member | — | ||
| KITA HOBBS | Board Member | — | ||
| BARBARA DASEKE | 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
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
32 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 483 other orgs in TX with NTEE prefix A6.
Most-divergent component: financial score sits 67 points below the peer median (0 vs. 67).
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 14.0% 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.