Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↓
Overall
27
Score
Governance
42
Score
Financial
0
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 28.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 17 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 15 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 15 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 16.2% | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 16.6% | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 14.8% | 30 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 12.2% | 30 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 18.2% | 26 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 10.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 10.2% | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | 11.6% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAET RODRIGUEZ | Artistic Director | 7.7% of Rev | ||
| ALEXA DESTEFANO | EXECUTIVE DI | 7.2% of Rev | ||
| MONICA EISENHEIM | DEVELOPMENT | 5.9% of Rev | ||
| ASHLEY ELEBY | ADMIN MANAGE | 3.1% of Rev | ||
| TRACEY TURNER | ADMIN MANAGE | 3.1% of Rev | ||
| ASHLEYANNE HENSLEY | SCHOOL DIREC | 1.7% of Rev | ||
| SAM HENSLEY JR | Board President | — | ||
| CHRIS HARRISON | BOARD VICE C | — | ||
| CHRIS LOOPE | BOARD SECRET | — | ||
| DAWN MCEACHERN | Board Member | — | ||
| TONY HARRIS | Board Member | — | ||
| DON PARSONS | Board Member | — | ||
| ANNAKA WOODRUFF | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAET RODRIGUEZ | Artistic Director | 4.4% of Rev | ||
| MARGIT PEGUERO | BALLET MISTRESS | 4.4% of Rev | ||
| JOY JOHNSON | Executive Director | 4.1% of Rev | ||
| ASHLEYANNE HENSLEY | Board Member | 4.1% of Rev | ||
| SAM HENSLEY JR | Board President | — | ||
| DAWN MCEACHERN | Board Member | — | ||
| DON PARSONS | Board Member | — | ||
| CHRIS LOOPE | Board Member | — | ||
| CHRIS HARRISON | Board Member | — | ||
| ANNAKA WOODRUFF | Board Member | — | ||
| JOY JOHNSON | Executive Director | — | ||
| ASHLEYANNE HENSLEY | Board Member | — | ||
| DAET RODRIGUEZ | Artistic Director | — | ||
| SAM HENSLEY JR | Board President | — | ||
| DAWN MCEACHERN | Board Member | — | ||
| DON PARSONS | Board Member | — | ||
| CHRIS LOOPE | Board Member | — | ||
| CHRIS HARRISON | Board Member | — | ||
| ANNAKA WOODRUFF | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOY JOHNSON | Executive Director | 6.6% of Rev | ||
| DAET RODRIGUEZ | Artistic Director | 5.3% of Rev | ||
| ASHLEYANNE HENSLEY | Board Member | 5.1% of Rev | ||
| SAM HENSLEY JR | Board President | — | ||
| DAWN MCEACHERN | Board Member | — | ||
| DON PARSONS | Board Member | — | ||
| PHILIP TAYLOR | Board Member | — | ||
| CHRIS LOOPE | Board Member | — | ||
| JOY JOHNSON | Executive Director | — | ||
| ASHLEYANNE HENSLEY | Board Member | — | ||
| DAET RODRIGUEZ | Artistic Director | — | ||
| JEAN HAWKINS | Board Member | — | ||
| W ALLEN SEPARK | Board Member | — | ||
| SAM HENSLEY JR | Board President | — | ||
| DAWN MCEACHERN | Board Member | — | ||
| DON PARSONS | Board Member | — | ||
| CHRIS LOOPE | Board Member | — | ||
| CHRIS HARRISON | Board Member | — | ||
| ANNAKA WOODRUFF | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SAM HENSLEY JR | Board President | — | ||
| DAWN MCEACHERN | Board Member | — | ||
| DON PARSONS | Board Member | — | ||
| PHILIP TAYLOR | Board Member | — | ||
| CHRIS LOOPE | Board Member | — | ||
| JOY JOHNSON | Executive Director | — | ||
| ASHLEYANNE HENSLEY | Board Member | — | ||
| DAET RODRIGUEZ | Artistic Director | — | ||
| JEAN HAWKINS | Board Member | — | ||
| W ALLEN SEPARK | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
27 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 124 other orgs in GA with NTEE prefix A6.
Most-divergent component: financial score sits 37 points below the peer median (0 vs. 37).
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 28.7% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Two consecutive years of deficit spending.
- 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 28.7% to under 22% of revenue — would move governance score by ~13 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.