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
26
Score
Governance
42
Score
Financial
0
Score
Program
45
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 35.7% | 26 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 34.6% | 26 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 26.4% | 22 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 21.9% | 27 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 35.2% | 32 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 42.8% | 26 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 39.0% | 26 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NATHAN HETTINGER | Executive Director | 22.2% of Rev | ||
| NATHAN HETTINGER | Executive Director | 19.7% of Rev | ||
| MATTHEW B ABERNATHY | Artistic Director | 16.6% of Rev | ||
| MATTHEW B ABERNATHY | Artistic Director | 15.7% of Rev | ||
| KARA DWYER | Board Member | 0.3% of Rev | ||
| CYNTHIA L MAY ESQ | Board Member | — | ||
| KERRY O'REILLY | Board Member | — | ||
| MAXINE ROY | Board Member | — | ||
| DAVID STEFANY | Board Member | — | ||
| SUSAN WELLNER | Board Member | — | ||
| ALLYSSA JONES | Board Member | — | ||
| JOANNE SULLIVAN | Board Member | — | ||
| ROBERTA BURFORD | Secretary | — | ||
| ROBERT B HICKS ESQ | Board President | — | ||
| TATE GARRETT | Board President | — | ||
| WILLIAM HAUEISEN | Treasurer | — | ||
| THOMAS A JACKMAN | Board President | — | ||
| WILLIAM E KELLER PHD | Board President | — | ||
| CYNTHIA L MAY ESQ | Board Member | — | ||
| MAXINE ROY | Board Member | — | ||
| DAVID STEFANY | Board President | — | ||
| SUSAN WELLNER | Board Member | — | ||
| ROBERT B HICKS ESQ | Board President | — | ||
| TATE GARRETT | Treasurer | — | ||
| THOMAS A JACKMAN | Board President | — | ||
| WILLIAM E KELLER PHD | Board President | — | ||
| JOANNE SULLIVAN | Board Member | — | ||
| ALISSA KRANZ | Secretary | — | ||
| PAM FERRON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KARA DWYER | Board Member | 19.6% of Rev | ||
| KARA DWYER | Executive Director | 18.9% of Rev | ||
| MATTHEW B ABERNATHY | Artistic Director | 13.6% of Rev | ||
| NATE HETTINGER | Executive Director | 1.5% of Rev | ||
| CYNTHIA L MAY ESQ | Board Member | — | ||
| KERRY O'REILLY | Board Member | — | ||
| MAXINE ROY | Board Member | — | ||
| DAVID STEFANY | Board Member | — | ||
| SUSAN WELLNER | Board Member | — | ||
| ALLYSSA JONES | Board Member | — | ||
| JOANNE SULLIVAN | Board Member | — | ||
| ROBERTA BURFORD | Secretary | — | ||
| CYNTHIA L MAY ESQ | Board Member | — | ||
| ROBERT B HICKS ESQ | Board President | — | ||
| KERRY O'REILLY | Board Member | — | ||
| TATE GARRETT | Board President | — | ||
| MAXINE ROY | Board Member | — | ||
| WILLIAM HAUEISEN | Treasurer | — | ||
| DAVID STEFANY | Board Member | — | ||
| THOMAS A JACKMAN | Board President | — | ||
| SUSAN WELLNER | Board Member | — | ||
| WILLIAM E KELLER PHD | Board President | — | ||
| ROBERTA BURFORD | Secretary | — | ||
| ROBERT B HICKS ESQ | Board President | — | ||
| TATE GARRETT | Board President | — | ||
| WILLIAM HAUEISEN | Treasurer | — | ||
| THOMAS A JACKMAN | IMMEDIATE PA | — | ||
| WILLIAM E KELLER PHD | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KARA DWYER | Board Member | 15.1% of Rev | ||
| THOMAS BARKER | Board Member | 6.3% of Rev | ||
| PARKER HOMANS | Board Member | — | ||
| SUSAN WELLNER | Board Member | — | ||
| KERRY OREILLY | Board Member | — | ||
| DAVID STEFANY | Board Member | — | ||
| ROBERT BURFORD | Board Member | — | ||
| MAXINE ROY | Board Member | — | ||
| ELENA RICHTER | Board Member | — | ||
| ROBERT B HICKS | Board President | — | ||
| WILLIAM E KELLER | Board President | — | ||
| THOMAS A JACKMAN | Board President | — | ||
| WILLIAM HAUEISEN | Treasurer | — | ||
| TATE GARRETT | Board President | — | ||
| CYNTHIA L MAY | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CYNTHIA L MAY | Board Member | — | ||
| MAXINE ROY | Board Member | — | ||
| WILLIAM HAUEISEN | Board Member | — | ||
| SUSAN WELLNER | Board Member | — | ||
| PARKER HOMANS | Board Member | — | ||
| KERRY OREILLY | Board Member | — | ||
| ROBERT B HICKS | Board President | — | ||
| WILLIAM E KELLER | VICE CHAIRMAN | — | ||
| ELENA RICHTER | Secretary | — | ||
| JAY B STARKEY JR | EXEC ADVISOR | — | ||
| THOMAS A JACKMAN | CHAIRMAN | — | ||
| TATE GARRETT | Treasurer | — |
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
45 / 100
weight 20%
Overall
26 / 100
Priority Review
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: financial score sits 30 points below the peer median (0 vs. 30).
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 35.7% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 35.7% to under 22% of revenue — would move governance score by ~27 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.