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 | 27.9% | 30 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 24.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | Hidden | Hidden | 29.6% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 25.7% | 30 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 25.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 26.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 22.9% | 37 | Fragile | Recovery | |
| 2015 | — | — | 21.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 12.2% | 36 | Financially Distressed | Recovery | |
| 2013 | — | — | 27.6% | 28 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 25.1% | 30 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 26.2% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES SCHILLING | Vice President | Hidden | ||
| KEVIN CONNORS | Artistic Director | Hidden | ||
| DAN ARON | Board Member | — | ||
| DAN GULLER | Board President | — | ||
| MARK CORPRON | Treasurer | — | ||
| GREG COLE | Secretary | — | ||
| JOHN HAMLIN | BOARD CHAIRMAN | — | ||
| WENDY GERBIER | Board Member | — | ||
| GREG SWEENEY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES SCHILLING | EXECUTIVE MANAGING DIRECTO | Hidden | ||
| KEVIN CONNORS | Artistic Director | Hidden | ||
| DAN ARON | Board Member | — | ||
| MARISA PARROTTA | Board Member | — | ||
| BARBARA MCAREE | Secretary | — | ||
| MARK CORPRON | Board Member | — | ||
| HENRY RAPP | Board Member | — | ||
| GREG COLE | Treasurer | — | ||
| JOHN HAMLIN | BOARD CHAIRMAN | — | ||
| PETER MCCLUNG | Board Member | — | ||
| WILLIAM PIERZ | Board Member | — | ||
| GREG SWEENEY | Board Member | — | ||
| WENDY GERBIER | Board Member | — | ||
| PAULETTE OLIVA | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES SCHILLING | EXECUTIVE MANAGING DIRECTO | Hidden | ||
| KEVIN CONNORS | Artistic Director | Hidden | ||
| DAN ARON | Board President | — | ||
| AMY LANG | Board Member | — | ||
| BARBARA MCAREE | Board President | — | ||
| ROBERT SCIGLIMPAGLIA | Board Member | — | ||
| MARK CORPRON | Board Member | — | ||
| HENRY RAPP | Board Member | — | ||
| GREG COLE | Board Member | — | ||
| JOHN HAMLIN | Board Member | — | ||
| PETER MCCLUNG | Board Member | — | ||
| PAULETTE OLIVA | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 184 other orgs in CT with NTEE prefix A6.
Most-divergent component: financial score sits 50 points below the peer median (0 vs. 50).
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 27.9% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Reduce top-officer compensation from 27.9% to under 22% of revenue — would move governance score by ~12 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.