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
37
Score
Governance
45
Score
Financial
15
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 19.0% | 37 | Fragile | Recovery | |
| 2022 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 22.1% | 39 | Fragile | Recovery | |
| 2020 | — | — | 23.7% | 33 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 24.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 23.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 17.5% | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 24.7% | 24 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 24.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 21.5% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIAN MILLER | Executive Director | 10.8% of Rev | ||
| ROBERT SIMPSON | Artistic Director | 10.4% of Rev | ||
| BETSY COOK WEBER | Artistic Director | 7.9% of Rev | ||
| WARREN A ELLSWORTH IV MD | Board President | — | ||
| RICK KELLOGG | Board President | — | ||
| ALLI BITTNER | Treasurer | — | ||
| SID DAVIS | Board Member | — | ||
| JACK BYROM | Secretary | — | ||
| VIDISHA PRASAD | Board Member | — | ||
| ANGELA BONGAT | Board Member | — | ||
| JACOB MALINOFF | Board Member | — | ||
| JOHANNA WOLFE | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIAN MILLER | Executive Director | 10.5% of Rev | ||
| ROBERT SIMPSON | Artistic Director | 8.2% of Rev | ||
| JACK BYROM | Secretary | 0.3% of Rev | ||
| WARREN A ELLSWORTH IV MD | Board President | — | ||
| RICK KELLOGG | Board President | — | ||
| ALLI BITTNER | Treasurer | — | ||
| CALVIN DOTSEY | Board Member | — | ||
| VIDISHA PRASAD | Board Member | — | ||
| ANGELA BONGAT | Board Member | — | ||
| JACOB MALINOFF | Board Member | — | ||
| JOHANNA WOLFE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT SIMPSON | Artistic Director | 6.6% of Rev | ||
| APRIL HARRIS | Board Member | 5.8% of Rev | ||
| BRIAN MILLER | Executive Director | 1.1% of Rev | ||
| WARREN A ELLSWORTH IV MD | Board President | — | ||
| RICK KELLOGG | Board President | — | ||
| SALLY ANDERSON CLARK | Board Member | — | ||
| JACOB MALINOFF | Treasurer | — | ||
| JACK BYROM | Board Member | — | ||
| SERGIO MAIWORM | Board Member | — | ||
| VIDISHA PRASAD | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT SIMPSON | Artistic Director | 6.3% of Rev | ||
| MARIAM KHALILI | Board Member | 5.5% of Rev | ||
| APRIL HARRIS | GENERAL MANAGER | 4.9% of Rev | ||
| WARREN A ELLSWORTH IV MD | Board President | — | ||
| RICK KELLOGG | Board President | — | ||
| SALLY ANDERSON CLARK | Board Member | — | ||
| JACOB MALINOFF | Treasurer | — | ||
| XIAOLU ZHANG | Board Member | — | ||
| SERGIO MAIWORM | Board Member | — | ||
| VIDISHA PRASAD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KHALILI MARIAM | Board Member | 7.9% of Rev | ||
| SIMPSON ROBERT | Artistic Director | 6.3% of Rev | ||
| WILLIAM MCKENZIE | Board President | — | ||
| WARREN A ELLSWORTH IV MD | Board President | — | ||
| RICK KELLOGG | Board President | — | ||
| CANDACE AXEL | Secretary | — | ||
| JACOB MALINOFF | Treasurer | — | ||
| SALLY ANDERSON CLARK | Board Member | — | ||
| SERGIO MAIWORM | Board Member | — | ||
| VIDISHA PRASAD | 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
15 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
37 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 132 other orgs in TX with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 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 19.0% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.