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 | 12.0% | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 14.0% | 42 | Fragile | Recovery | |
| 2021 | — | — | 28.2% | 34 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 28.8% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 23.3% | 37 | Financially Distressed | Recovery | |
| 2018 | — | — | 19.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 26.0% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 25.4% | 30 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 29.4% | 28 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 28.1% | 28 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 29.9% | 21 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 33.8% | 26 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 21.5% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUE FINK | Artistic Director | 12.0% of Rev | ||
| MARIAN NILES | Board President | — | ||
| LEENA MATHEW | Board President | — | ||
| STACY BLAIR YOUNG | Secretary | — | ||
| SHAN CRETIN | Treasurer | — | ||
| ANDREW CHEESEMAN | Board Member | — | ||
| JASON HECHT | Board Member | — | ||
| JOY HOROWITZ | Board Member | — | ||
| PEGGY NORRIS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Susan Fink | Artistic Director | 10.2% of Rev | ||
| Winifred Neisser | Executive Director | 6.7% of Rev | ||
| Liliana Filipovic | Board Member | 0.3% of Rev | ||
| Marian Niles | Board President | — | ||
| Leena Mathew | Board President | — | ||
| Stacy Blair Young | Secretary | — | ||
| Shan Cretin | Treasurer | — | ||
| Andrew Cheeseman | Board Member | — | ||
| Jason Hecht | Board Member | — | ||
| Joy Horowitz | Board Member | — | ||
| Joelle Kim | Board Member | — | ||
| Peggy Norris | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUE FINK | Artistic Director | 8.6% of Rev | ||
| WINIFRED NEISSER | Executive Director | 5.7% of Rev | ||
| MARIAN NILES | Board President | — | ||
| LEENA MERENE MATHEW | Board President | — | ||
| STACY BLAIR YOUNG | Secretary | — | ||
| SHAN CRETIN | Treasurer | — | ||
| ANDREW CHEESEMAN | Board Member | — | ||
| CAROL HEAD | Board Member | — | ||
| JASON HECHT | Board Member | — | ||
| JOY HOROWITZ | Board Member | — | ||
| PEGGY NORRIS | Board Member | — | ||
| LILIANA FILIPOVIC | Board Member | — | ||
| JOELLE KIM | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUE FINK | Artistic Director | 11.0% of Rev | ||
| WINIFRED NEISSER | Executive Director | 5.9% of Rev | ||
| MARIAN NILES | Board President | — | ||
| LEENA MERENE MATHEW | Board President | — | ||
| STACY BLAIR YOUNG | Secretary | — | ||
| SHAN CRETIN | Treasurer | — | ||
| ANDREW CHEESEMAN | Board Member | — | ||
| CAROL HEAD | Board Member | — | ||
| JASON HECHT | Board Member | — | ||
| JOY HOROWITZ | Board Member | — | ||
| PEGGY NORRIS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,424 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 38 points below the peer median (15 vs. 53).
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 12.0% 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:
- 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.