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 | 12.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 8.0% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 10.1% | 38 | Financially Distressed | Recovery | |
| 2020 | — | — | 19.2% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 13.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 11.6% | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | 16.9% | 33 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 26 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIAN GARMAN | Artistic Director | 9.8% of Rev | ||
| JONATHON LOY | Board Member | 2.4% of Rev | ||
| PETER GRABER-LIPPERMAN | CHAIRMAN OF THE BOARD | — | ||
| JOHN O'BRIEN | Treasurer | — | ||
| THERESA CEREZOLA | Secretary | — | ||
| ILENE BLIWISE | Board Member | — | ||
| NOREEN DOYLE | Board Member | — | ||
| VIRA SLYWOTZKY | Board Member | — | ||
| THOMAS FYNAN MD | Board Member | — | ||
| KENNETH KRAMER | Board Member | — | ||
| YONG KWOK | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIAN GARMAN | Board Member | 8.7% of Rev | ||
| JONATHON LOY | Board Member | 1.5% of Rev | ||
| KENNETH KRAMER | Board Member | — | ||
| VIRA SLYWOTZKY | Board President | — | ||
| ILENE BLIWISE | Board Member | — | ||
| NOREEN DOYLE | Board Member | — | ||
| JOHN O'BRIEN | Treasurer | — | ||
| PETER GRABER-LIPPERMAN | Board Member | — | ||
| YONG KWOK | Board Member | — | ||
| THERESA CEREZOLA | Secretary | — | ||
| DR THOMAS FYNAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIAN GARMAN | Board Member | 9.6% of Rev | ||
| JONATHON LOY | Board Member | 1.5% of Rev | ||
| KENNETH KRAMER | Board Member | — | ||
| VIRA SLYWOTSKY | Board President | — | ||
| ILENE BLIWISE | Board Member | — | ||
| NOREEN DOYLE | Board Member | — | ||
| JOHN O'BRIEN | Treasurer | — | ||
| CLARA LONDONER | Board Member | — | ||
| THERESA CEREZOLA | Secretary | — | ||
| DR THOMAS FYNAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIAN GARMAN | Board Member | 8.9% of Rev | ||
| JONATHON LOY | Board Member | 1.2% of Rev | ||
| KENNETH KRAMER | Board Member | — | ||
| VIRA SLYWOTSKY | Board President | — | ||
| ILENE BLIWISE | Board Member | — | ||
| JOHN O'BRIEN | Treasurer | — | ||
| CLARA LONDONER | Board Member | — | ||
| THERESA CEREZOLA | Secretary | — | ||
| DR THOMAS FYNAN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 245 other orgs in MA with NTEE prefix A6.
Most-divergent component: financial score sits 42 points below the peer median (0 vs. 42).
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 12.1% 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.