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 | 11.2% | 39 | Fragile | Recovery | |
| 2022 | — | — | 11.9% | 35 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 14.6% | 27 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 15 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 13.3% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 18.3% | 17 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 9.7% | 30 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 9.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 5.9% | 40 | Financially Distressed | Recovery | |
| 2014 | — | — | 5.0% | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | 6.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 8.5% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHANIE ORR | Board Member | 1.9% of Rev | ||
| LESLIE JOHNSTON | Board Member | — | ||
| JORGE VARA II | Board Member | — | ||
| MELISSA CLEVELAND | Board Member | — | ||
| SHANA STARRH | Board Member | — | ||
| ANNE WIGDAHL SUBIA | Secretary | — | ||
| JAMES WIGDAHL | Board President | — | ||
| LISA KELLY | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER KEOUGH | Artistic Director | 7.3% of Rev | ||
| DAWN SIMMONS | Board Member | 4.0% of Rev | ||
| LESLIE JOHNSTON | Board Member | — | ||
| ANNE WIGDAHL SUBIA | Board Member | — | ||
| STEPHANIE ORR | Board Member | — | ||
| KAREN PEARL | Board President | — | ||
| JAMES WIGDAHL | Secretary | — | ||
| LISA KELLY | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JESSICA L BELISLE | Artistic Director | 6.5% of Rev | ||
| JULIE A HUNT | Board Member | 5.1% of Rev | ||
| LESLIE JOHNSTON | Secretary | — | ||
| ANNE WIGDAHL SUBIA | Board Member | — | ||
| STEPHANIE ORR | Treasurer | — | ||
| BLISS LANIER | Board President | — | ||
| KAREN PEARL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIE A HUNT | Board Member | 4.0% of Rev | ||
| JESSICA L BELISLE | Artistic Director | 3.8% of Rev | ||
| LESLIE JOHNSTON | Secretary | — | ||
| ANNE WIGDAHL SUBIA | Board Member | — | ||
| STEPHANIE ORR | Treasurer | — | ||
| BLISS LANIER | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JESSICA L BELISLE | Artistic Director | 3.1% of Rev | ||
| JULIE A HUNT | Managing DirTreas | 2.4% of Rev | ||
| LESLIE JOHNSTON | Secretary | — | ||
| BRITNI NASH | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 3 other orgs in ID with NTEE prefix A2.
Most-divergent component: program score sits 25 points above the peer median (60 vs. 35).
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 11.2% sits within the sector's healthy band (18–22%).
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.