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 | — | — | 6.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2023 | Hidden | Hidden | 8.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 6.7% | 40 | Financially Distressed | Recovery | |
| 2021 | — | — | 11.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 9.3% | 29 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 6.8% | 37 | Financially Distressed | Recovery | |
| 2018 | — | — | 21.5% | 32 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 17.7% | 28 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 23.9% | 26 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 18.7% | 22 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 14.9% | 26 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 4.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 2.7% | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2010 | — | — | — | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHY CHAMBERLAIN | Artistic Director | 6.2% of Rev | ||
| ANNA TSENG | Board President | — | ||
| CHRISTY CANALES | Board Member | — | ||
| SARA FILIPELLI | Board Member | — | ||
| REBECCA LAVENTURE | Board Member | — | ||
| BRUCE C MACPHERSON | Board Member | — | ||
| MICAH MARSHALL | Board Member | — | ||
| CHRISTINA RYAN | Board Member | — | ||
| SARAH WAGNER | Board Member | — | ||
| R CRAIG WILLIAMS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHY CHAMBERLAIN | Artistic Director | 6.5% of Rev | ||
| CHIP DAMICO | Board President | — | ||
| GENEVIEVE WILSON | Board President | — | ||
| SABRINA MCKNGHT | Secretary | — | ||
| BILLY ARNETTE | Treasurer | — | ||
| PARISA KOBDEH | Artistic Director | — | ||
| REBECCA LAVENTURE | Board Member | — | ||
| JANINA ROWLAND | Board Member | — | ||
| CHRISTINA RYAN | Board Member | — | ||
| CRAIG WILLIAMS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHY CHAMBERLAIN | Artistic Director | 6.9% of Rev | ||
| CHIP DAMICO | Board President | — | ||
| GENEVIEVE WILSON | Board President | — | ||
| JESSICA DEMOTTE | Secretary | — | ||
| RAJ AGGARWAL | Treasurer | — | ||
| BILLY ARNETTE II | Board Member | — | ||
| RAY BITTEL | Board Member | — | ||
| KELLY HUNTER | Board Member | — | ||
| PRESS JONES | Board Member | — | ||
| SABRINA MCNIGHT | Board Member | — | ||
| TROY YOUNG | Board Member | — | ||
| R CRAIG WILLIAMS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHY CHAMBERLAIN | Artistic Director | 6.2% of Rev | ||
| GENEVIEVE WILSON DNP | Board Member | — | ||
| JULIE FOUGHTY | Board President | — | ||
| CHIP DAMICO | Board President | — | ||
| JESSICA DEMOTTE | Secretary | — | ||
| RAJ AGGARWAL | Treasurer | — | ||
| RAY BITTEL PHD | Board Member | — | ||
| PRESS JONES | Board Member | — | ||
| DR ANNA TSENG | Board Member | — | ||
| CHRISTINA RYAN | Board Member | — | ||
| TROY YOUNG | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 133 other orgs in TX with NTEE prefix A6.
Most-divergent component: financial score sits 32 points below the peer median (0 vs. 32).
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 6.2% 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.