Structural Deficit
"Inspires audiences, moves spirits, opens minds, and changes hearts through the quality of their music, the power of their words, and the sight of their joy."
— Statement of Program Service Accomplishments
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 | — | |
| 2023 | Hidden | Hidden | 9.8% | 36 | Financially Distressed | Recovery | |
| 2022 | — | — | 10.0% | 41 | Fragile | Recovery | |
| 2021 | — | — | 22.9% | 35 | Fragile | Gov Risk | |
| 2020 | — | — | 9.7% | 42 | Fragile | Recovery | |
| 2019 | — | — | 18.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 13.9% | 29 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 15.6% | 26 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 18.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 4.4% | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 39 | Fragile | Stable Watch | |
| 2013 | — | — | — | 39 | Fragile | Stable Watch | |
| 2012 | — | — | — | 39 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK B KENT | EXECUTIVE DI | 11.4% of Rev | ||
| GABE SALAZAR | Artistic Director | 10.3% of Rev | ||
| KERRY WALDEE | Board President | — | ||
| JONATHAN SANZ | Board President | — | ||
| MICHAEL FOLEY | Treasurer | — | ||
| RONNI ARDEN | Board Member | — | ||
| BRADLEY BUSH | Board Member | — | ||
| NICK DRYFUSE | Board Member | — | ||
| ERICK ELDRIDGE | Board Member | — | ||
| DR WILLIAM E BILL GANNON JR | Board Member | — | ||
| JOHNNIE MEJIA | Board Member | — | ||
| TOM NICHOLS | Board Member | — | ||
| JUDY PAUL | Board Member | — | ||
| PAUL ROLLI | Board Member | — | ||
| DENNIS ST JEAN | CHORUS REP./ | — | ||
| BILL SPINOSA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK B KENT | EXECUTIVE DI | 10.0% of Rev | ||
| RICK VAUGHAN | CHAIRMAN | — | ||
| MIMI PINK | Board President | — | ||
| FRED BOYKIN | Board President | — | ||
| MICHAEL FOLEY | Treasurer | — | ||
| BILL ELLIOT | Secretary | — | ||
| RONNI ARDEN | Board Member | — | ||
| ADAM BARBER | Board Member | — | ||
| LARRY SMALL | CHORUS REP./ | — | ||
| BILL SPINOSA | Board Member | — | ||
| KERRY WALDEE | Board Member | — | ||
| BOGGY WANG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK B KENT | EXECUTIVE DI | 6.1% of Rev | ||
| RICK VAUGHAN | CHAIRMAN | — | ||
| MIMI PINK | Board President | — | ||
| FRED BOYKIN | Board President | — | ||
| CHRISTOPHER CHOUINARD | Treasurer | — | ||
| BILL ELLIOT | Secretary | — | ||
| ADAM BARBER | Board Member | — | ||
| DONALD CROXTON | Board Member | — | ||
| GLEN W JACK | Board Member | — | ||
| PAUL ROLLI | Board Member | — | ||
| LARRY H SMALL | CHORUS REP./ | — | ||
| BILL SPINOSA | Board Member | — | ||
| JOSEL SUAREZ | Board Member | — | ||
| BOGGY WANG | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 244 other orgs in FL with NTEE prefix A6.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
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 9.8% 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.