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 | 13.5% | 33 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | 8.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 8.5% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 13.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 10.2% | 37 | Fragile | Recovery | |
| 2019 | — | — | 11.3% | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 14.8% | 29 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 16.6% | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 18.7% | 29 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 21.9% | 25 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 26.9% | 22 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 19.7% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 22.4% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN BUSAROW | Artistic Director | 13.5% of Rev | ||
| ERIN BEAN | Board Member | — | ||
| JEFF BEIGHTS | Board President | — | ||
| IAN BROAD-WHITE | Board Member | — | ||
| CASEY COX | Board Member | — | ||
| EMILY HULL | Board Member | — | ||
| JEFF PEAT | Treasurer | — | ||
| CHRIS POSWINSKI | Board Member | — | ||
| FREDDY RAY | Board Member | — | ||
| ROBIN SIMUNEK | Board Member | — | ||
| JULIANNE TOENGES | Board Member | — | ||
| JOHN URBAHNS | Board President | — | ||
| SARAH WARSCO | Secretary | — | ||
| JENNIFER WESTROPP | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN BUSAROW | Artistic Director | 9.5% of Rev | ||
| ERIN BEAN | Board Member | — | ||
| IAN BROAD-WHITE | Board Member | — | ||
| EMILY HULL | Board Member | — | ||
| DELLA KIRKMAN | Board Member | — | ||
| JEFF PEAT | Board Member | — | ||
| ALEX PLATTE | Treasurer | — | ||
| SEEMA REDDY | Board President | — | ||
| J KURT SCHMIDT | Board Member | — | ||
| JULIANNE TOENGES | Board President | — | ||
| JOHN URBAHNS | Board Member | — | ||
| SARAH WARSCO | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN BUSAROW | Artistic Director | 14.3% of Rev | ||
| ERIN BEAN | Board Member | — | ||
| IAN BROAD-WHITE | Board Member | — | ||
| EMILY HULL | Board Member | — | ||
| DELLA KIRKMAN | Board Member | — | ||
| MITCHELL MCKINNEY | Board Member | — | ||
| CARRIE MINNICH | Treasurer | — | ||
| ALEX PLATTE | Board President | — | ||
| SEEMA REDDY | Board Member | — | ||
| J KURT SCHMIDT | Board Member | — | ||
| JULIANNE TOENGES | Board President | — | ||
| SARAH WARSCO | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN BUSAROW | Artistic Director | 10.2% of Rev | ||
| ERIN BEAN | Board Member | — | ||
| IAN BROAD-WHITE | Board Member | — | ||
| EMILY HULL | Board Member | — | ||
| KATHRYN LEMISH | Board Member | — | ||
| MITCHELL MCKINNEY | Secretary | — | ||
| CARRIE MINNICH | Board Member | — | ||
| ALEX PLATTE | Board President | — | ||
| SEEMA REDDY | Board Member | — | ||
| JULIANNE TOENGES | Board President | — | ||
| NICHOLAS TONEY | Treasurer | — | ||
| SARAH WARSCO | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 121 other orgs in IN with NTEE prefix A6.
Most-divergent component: financial score sits 30 points below the peer median (10 vs. 40).
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 13.5% 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.