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 | — | 45 | Fragile | Recovery | |
| 2022 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 10.2% | 31 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 13.8% | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 5.6% | 38 | Financially Distressed | Recovery | |
| 2011 | — | — | 0.3% | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK JOHANSSON | Treasurer | — | ||
| GEORGE BISHOP | Board Member | — | ||
| FRANCISCO J IZAGUIRRE | Board President | — | ||
| DON CLARKE | GUILD LIASON | — | ||
| EIKI ISOMURA | Artistic Director | — | ||
| KIRK HICKEY | GUILD REPRESENTATIVE | — | ||
| MARK JOHANNSON | Board Member | — | ||
| LAWRENCE GETTLEMAN | SECRETERY | — | ||
| KATHRYN FRADY | Artistic Director | — | ||
| WENDY BERGIN | ORCHESTRA REPRESENTATIVE | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILSON DARBY | Treasurer | — | ||
| GEORGE BISHOP | Board Member | — | ||
| ELISE BUNGO | Board President | — | ||
| DON CLARKE | GUILD LIASON | — | ||
| ANDRIA BALOGH | RICE BOARD FELLOW | — | ||
| EIKI ISOMURA | Artistic Director | — | ||
| PAUL MARSDEN | Board Member | — | ||
| FRANCISCO JAVIER IZAQUIRRE | Board Member | — | ||
| MARK JOHANNSON | Board Member | — | ||
| LAWRENCE GETTLEMAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILSON DARBY | Treasurer | — | ||
| DAN MATHENA | Board Member | — | ||
| GEORGE BISHOP | Board Member | — | ||
| ELISE BUNGO | Board President | — | ||
| DON CLARKE | GUILD LIASON | — | ||
| ANDRIA BALOGH | RICE BOARD FELLOW | — | ||
| EIKI ISOMURA | Artistic Director | — | ||
| PAUL MARSDEN | Board Member | — | ||
| FRANCISCO JAVIER IZAQUIRRE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EIKI ISOMURA | Artistic Director | 6.5% of Rev | ||
| PAIGE MYRICK | Executive Director | 2.5% of Rev | ||
| WILSON DARBY | Treasurer | — | ||
| DAN MATHENA | Board Member | — | ||
| GEORGE BISHOP | Board Member | — | ||
| ELISE BUNGO | Board President | — | ||
| ROSINA CHEVALIER | GUILD LIASON | — | ||
| ANDRIA BALOGH | RICE BOARD FELLOW | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EIKI ISOMURA | Artistic Director | 6.4% of Rev | ||
| PAIGE MYRICK | Executive Director | 5.8% of Rev | ||
| WILSON DARBY | Treasurer | — | ||
| BRIAN MCCULLON | Board Member | — | ||
| SANDRA TIREY | SECRETERY | — | ||
| DAN MATHENA | CHAIRMAN | — | ||
| GEORGE BISHOP | Board Member | — | ||
| ELISE BUNGO | Board Member | — | ||
| ROSINA CHEVALIER | GUILD LIASON | — | ||
| ANDRIA BALOGH | RICE BOARD FELLOW | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 132 other orgs in TX with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 vs. 32).
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
- 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.