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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 7.7% | 36 | Financially Distressed | Recovery | |
| 2022 | — | — | 3.5% | 35 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 8.1% | 30 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 5.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 6.3% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 17.2% | 20 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 21.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 26.3% | 26 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 26.4% | 26 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 21 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINCOLN JONES | Artistic Director | 6.0% of Rev | ||
| AMY JONES | Secretary | 1.6% of Rev | ||
| KATHERINE ROTH | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINCOLN JONES | Executive Director | 2.1% of Rev | ||
| AMY JONES | Secretary | 0.5% of Rev | ||
| KATHERINE ROTH | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINCOLN JONES | Executive Director | 4.6% of Rev | ||
| KATHERINE ROTH | Treasurer | — | ||
| AMY JONES | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINCOLN JONES | Executive Director | 2.6% of Rev | ||
| THERESA FARRELL | Executive Director | 1.4% of Rev | ||
| AMY JONES | Secretary | 0.7% of Rev | ||
| KATHERINE ROTH | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 829 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
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 7.7% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.