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 | 19.1% | 31 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ethan Duff | Board Member | — | ||
| Danielle Michaels | Board Member | — | ||
| Marianna Stobel | Board Member | — | ||
| Cassaundra Santoro | Board Member | — | ||
| Bridget Pasquinzo | Board President | — | ||
| Jessica Freestone | Treasurer | — | ||
| Seth McEwan | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Quentin Golden | Artistic Director | 19.1% of Rev | ||
| Travis Hlavka | Board Member | — | ||
| Danielle Michael | Board Member | — | ||
| Marianna Stobel | Board Member | — | ||
| Cass Santoro | Board Member | — | ||
| Ethan Duff | Board Member | — | ||
| Bridget Pasquinzo | Board President | — | ||
| Jessica Freestone | Treasurer | — | ||
| Seth McEwan | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Bridget Pasquinzo | Board Member | — | ||
| Abby Behm | Board President | — | ||
| Megan Baer | Board Member | — | ||
| Melissa Pickett | Board Member | — | ||
| Alexandra Semonchick | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in CO with NTEE prefix A6.
Most-divergent component: financial score sits 36 points below the peer median (0 vs. 36).
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 19.1% 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:
- 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.