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 | 12.0% | 80 | Unknown | — | |
| 2023 | Hidden | Hidden | 12.0% | 91 | Unknown | — | |
| 2022 | Hidden | Hidden | 12.0% | 83 | Unknown | — | |
| 2020 | Hidden | Hidden | 12.0% | 93 | Unknown | — | |
| 2019 | Hidden | Hidden | 12.0% | 77 | Unknown | — | |
| 2013 | Hidden | Hidden | 12.0% | 79 | Unknown | — | |
| 2012 | Hidden | Hidden | 12.0% | 88 | Unknown | — |
Officer compensation history
Tax year 2024
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 12.0% of Rev |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Victoria Eicher | Executive Director | 7.8% of Rev | ||
| XML Data Pending | Top Officer (Est.) | 6.7% of Rev | ||
| Marshall A Lewis | Executive Director | — | ||
| Victoria Eicher | Executive Director | — | ||
| Christopher Danielson | Treasurer | — | ||
| Christopher Duke | Board Member | — | ||
| Elodia Castillo Ortega | Board Member | — | ||
| Mario Eguia | Artistic Director | — | ||
| Fred Ortega | Board Member | — | ||
| Monica Hutchins | Board Member | — | ||
| Angela Kanish | Board Member | — | ||
| Consuelo Zuniga | Board Member | — | ||
| Monica Hutchins | Board Member | — | ||
| Marshall A Lewis | Executive Director | — | ||
| Christopher Danielson | Treasurer | — | ||
| Elodia Castillo Ortega | Board President | — | ||
| Christopher Duke | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 10.2% of Rev |
Tax year 2020
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 1.8% of Rev |
Tax year 2019
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 1.8% of Rev |
Tax year 2013
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 0.3% of Rev |
Tax year 2012
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 0.2% of Rev |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 47 points above the peer median (80 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.
Overall score has gone from 77 → 80 over 5 years (improving by 3 points).
What's driving this score
- Comp-to-revenue ratio of 12.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.