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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 14.6% | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 24.4% | 33 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 26.1% | 44 | Governance-Stressed | Recovery | |
| 2020 | — | — | 12.9% | 40 | Fragile | Recovery | |
| 2019 | — | — | 14.0% | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 13.1% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 18.9% | 31 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 11.9% | 32 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 27.4% | 30 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 26.9% | 30 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 29.8% | 30 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 32.6% | 26 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 32.9% | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LUKE MCENDARFER | Artistic Director | 5.1% of Rev | ||
| ROSE CHOLAKIAN CF GROUP | Treasurer | 3.2% of Rev | ||
| CHELSEA MOREL | SVP & COO | 2.3% of Rev | ||
| JAMES T WHEATLEY | Vice President | 2.0% of Rev | ||
| PAMELA BLACKSTONE | CPO | 2.0% of Rev | ||
| KAREN MURPHY O'BRIEN | Board President | — | ||
| DAVID MUMFORD | Board Member | — | ||
| MELISSA TWOMEY | Board Member | — | ||
| BESSIE CHIANG | Board Member | — | ||
| RONALD HOHAUSER | Board Member | — | ||
| JESSICA KOSMOWSKI | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LUKE MCENDARFER | Artistic Director | 4.3% of Rev | ||
| CHELSEA MOREL | COO | 2.0% of Rev | ||
| PAMELA E BLACKSTONE | CPO | 1.8% of Rev | ||
| ROSE CHOLAKIAN | CONTROLLER & | 1.8% of Rev | ||
| JAMES T WHEATLEY | CCO | 1.6% of Rev | ||
| KAREN MURPHY O'BRIEN | Board President | — | ||
| LISA GRODE | Secretary | — | ||
| RONALD HOHAUSER | Treasurer | — | ||
| DAVID MUMFORD | Board Member | — | ||
| MELISSA TWOMEY | Board Member | — | ||
| BESSIE CHIANG | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LUKE MCENDARFER | Executive Director | 4.7% of Rev | ||
| CHELSEA MOREL | Board Member | 1.8% of Rev | ||
| PAMELA BLACKSTONE | Artistic Director | 1.8% of Rev | ||
| JAMES T WHEATLEY | Board Member | 1.5% of Rev | ||
| ROSE CHOLAKIAN | Treasurer | 1.1% of Rev | ||
| KAREN MURPHY O'BRIEN | Board President | — | ||
| LISA GRODE | Secretary | — | ||
| RONALD HOHAUSER | Treasurer | — | ||
| DAVID MUMFORD | Board Member | — | ||
| MELISSA TWOMEY | Board Member | — | ||
| BESSIE CHIANG | Board Member | — | ||
| BARBERA THORNHILL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LUKE MCENDARFER | Executive Director | 3.9% of Rev | ||
| CHELSEA MOREL | Board Member | 1.8% of Rev | ||
| PAMELA BLACKSTONE | Artistic Director | 1.6% of Rev | ||
| KAREN MURPHY O'BRIEN | Board President | — | ||
| LISA GRODE | Secretary | — | ||
| RONALD HOHAUSER | Treasurer | — | ||
| DEBORAH BIRNDORF | Board Member | — | ||
| DAVID MUMFORD | Board Member | — | ||
| MELISSA TWOMEY | Board Member | — | ||
| BESSIE CHIANG | Board Member | — | ||
| BARBERA THORNHILL | Board Member | — | ||
| ROSE CHOLAKIAN | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 2,343 other orgs in US with NTEE prefix Z9.
Most-divergent component: governance score sits 0 points above the peer median (85 vs. 85).
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 0.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.