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 | 31.7% | 22 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 17.0% | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 38.0% | 24 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 15.8% | 31 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 25.8% | 24 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 21.6% | 31 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 13.1% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 19.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 13.2% | 35 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 10.4% | 35 | Fragile | Recovery | |
| 2013 | — | — | 6.2% | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 16.9% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 8.2% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DESIREE C MILLER | EXECUTIVE AR | 17.0% of Rev | ||
| VALENTINA LUNATI | Executive Director | 12.4% of Rev | ||
| EDITH BENKOV | BOARD PRESID | — | ||
| JAMIE FOX | BOARD SECRET | — | ||
| MAYRA L GARCIA | Board Member | — | ||
| MELISSA LUNARDINI | Board Member | — | ||
| FELICIA SHAW | BOARD TREASU | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DESIREE C MILLER | EXECUTIVE AR | 16.4% of Rev | ||
| VALENTINA LUNATI | Executive Director | 15.3% of Rev | ||
| EDITH BENKOV | BOARD PRESID | — | ||
| VIVIENNE ESRIG | BOARD TREASU | — | ||
| JAMIE FOX | BOARD SECRET | — | ||
| MAYRA L GARCIA | Board Member | — | ||
| MELISSA LUNARDINI | Board Member | — | ||
| FELICIA SHAW | Board Member | — | ||
| NATALIE SPIRO | Board Member | — | ||
| SHANNON SWEENEY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER EVE THORN | Artistic Director | 10.0% of Rev | ||
| VALENTINA LUNATI | DEVELOPMENT DIR | 6.4% of Rev | ||
| VANESSA DURON | Board Member | 1.5% of Rev | ||
| CHAUNSA OYOS | MANAGING DIRECT | 0.8% of Rev | ||
| SHANNON SWEENEY | Board President | — | ||
| VIVIENNE ESRIG | Treasurer | — | ||
| JAMIE FOX | Secretary | — | ||
| EDITH BENKOV | Board Member | — | ||
| AURORA BEWICKE | Board Member | — | ||
| MAYRA GARCIA | Board Member | — | ||
| SYLVIE NGILLA MCGRAW | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER EVE THORN | Artistic Director | 6.6% of Rev | ||
| NICOLE RIES | PROD MANAGER | 4.6% of Rev | ||
| CALLIE JOHNSON | Board Member | 1.7% of Rev | ||
| SHANNON SWEENEY | Board President | — | ||
| VIVIENNE ESRIG | Treasurer | — | ||
| JAMIE FOX | Secretary | — | ||
| JOHN BROOKS | Board Member | — | ||
| EDITH BENKOV | Board Member | — | ||
| ALEJANDRA ENCISO | Board Member | — | ||
| MAYRA GARCIA | Board Member | — | ||
| SYLVIE NGILLA | Board Member | — |
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: financial score sits 33 points below the peer median (0 vs. 33).
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 31.7% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 31.7% to under 22% of revenue — would move governance score by ~19 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.