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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 9.1% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 12.2% | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 11.0% | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 10.4% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 9.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 9.8% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 11.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 10.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 10.5% | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 10.3% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 12.8% | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 13.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 13.2% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GUIN TYREE JANE | SCHOOL DIREC | 4.7% of Rev | ||
| GUIN TYREE JANE | SCHOOL DIREC | 4.7% of Rev | ||
| DAN GUIN | Artistic Director | 4.4% of Rev | ||
| DAN GUIN | Artistic Director | 4.4% of Rev | ||
| ELIZABETH DUDLEY | Vice President | — | ||
| JOHN MAGGIO ESQ | Treasurer | — | ||
| STEPHEN LAZARUS | Board President | — | ||
| ALYSON SLATER | Secretary | — | ||
| ELIZABETH DUDLEY | Vice President | — | ||
| STEPHEN LAZARUS | Board President | — | ||
| BECK PARKER NATALIE | Treasurer | — | ||
| ALYSON SLATER | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAN GUIN | Executive Director | 4.2% of Rev | ||
| JANE TYREE | Artistic Director | 4.2% of Rev | ||
| MARK NEUMAN | Board President | — | ||
| ELIZABETH DUDLEY | Board President | — | ||
| STEPHANIE CARSON | Secretary | — | ||
| NATALIE PARKER BECK | Treasurer | — | ||
| JESSICA BARRASS | Board Member | — | ||
| STEPHEN LAZARUS | Board Member | — | ||
| SETH A MARMOR | Board Member | — | ||
| KATHERINE NUCKOLLS-ROGERS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAN GUIN | Executive Director | 4.1% of Rev | ||
| JANE TYREE | Artistic Director | 4.1% of Rev | ||
| VANESSA BOLTZ | Board President | — | ||
| SETH A MARMOR ESQUIRE | Board Member | — | ||
| ELIZABETH H DUDLEY | Board President | — | ||
| NATALIE PARKER BECK | Treasurer | — | ||
| STEPHANIE CARSON | Board Member | — | ||
| KATHERINE NUCKOLLS ROGERS ESQUIRE | Board Member | — | ||
| KATHLEEN L DAVENPORT MD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAN GUIN | Executive Director | 3.9% of Rev | ||
| JANE TYREE | Artistic Director | 3.9% of Rev | ||
| ANDREA VIRGIN | Board Member | — | ||
| LAURIE UDINE | Board President | — | ||
| ELIZABETH H DUDLEY | Secretary | — | ||
| MONIQUE SHIDE | Board Member | — | ||
| VANESSA BOLTZ | Board President | — | ||
| KEN WILLIAMS | Board Member | — | ||
| SETH A MARMOR ESQUIRE | Board Member | — | ||
| VICTORIA WOOD | Treasurer | — | ||
| KATHERINE NUCKOLLS ROGERS ESQUIRE | Board Member | — | ||
| KATHLEEN L DAVENPORT MD | Board Member | — | ||
| STEPHANIE CARSON | 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: 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 9.1% 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.