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 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2022 | — | — | 10.6% | 36 | Financially Distressed | Recovery | |
| 2021 | — | — | 15.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 9.3% | 30 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 9.3% | 40 | Financially Distressed | Recovery | |
| 2018 | — | — | 11.1% | 35 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 13.5% | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 13.0% | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 8.1% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 13.3% | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 14.9% | 26 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 11.1% | 35 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 11.7% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BLYTHE BARTON | Board Member | — | ||
| LONI PALLADINO | Secretary | — | ||
| KEVIN CHARLES PATTERSON | Board Member | — | ||
| DIEGO PINON | Board Member | — | ||
| LISA STRICKLAND | Board President | — | ||
| GEORGE WILLIS | VICE PRESIDE | — | ||
| RANDE DORN | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERRY WILSON | ARTISITC/EXE | 8.3% of Rev | ||
| BETH CALARCO | Secretary | — | ||
| TONY CALIGAGAN | Board Member | — | ||
| RANDE DORN | Board Member | — | ||
| CHARLES JOHNSON | Board Member | — | ||
| MARGARET MARSHALL | Board President | — | ||
| KATE PIERCE-MORGAN | Treasurer | — | ||
| DIEGO PINON | Board Member | — | ||
| ERICA TARASOFF | Treasurer | — | ||
| ANDREW WALTZ | OPERATIONS D | — | ||
| GEORGE WILLIS | VICE PRESIDE | — | ||
| LONI PALLADINO | Secretary | — | ||
| DIEGO PINON | Board Member | — | ||
| LISA STRICKLAMD | Board President | — | ||
| GEORGE WILLIS | VICE PRESIDE | — | ||
| RANDE DORN | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jean Isaacs | Artistic Director | 5.2% of Rev | ||
| Terry Wilson | Artistic Director | 0.8% of Rev | ||
| Margaret Marshall | Board President | — | ||
| George Willis | Board President | — | ||
| Kata Pierce-Morgan | Treasurer | — | ||
| Beth Calarco | Secretary | — | ||
| Maurine Beinbrink | Board Member | — | ||
| Charles Johnson | Board Member | — | ||
| Rande' Dorn | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jean Isaacs | Artistic Director | 5.8% of Rev | ||
| Terry Wilson | Board Member | 1.5% of Rev | ||
| Laurie Madigan | Board President | — | ||
| Patti Coburn | Board President | — | ||
| Kata Pierce-Morgan | Treasurer | — | ||
| Kathy Herring Hayashi | Secretary | — | ||
| Jessica Curiel | Board Member | — | ||
| Heather D Rider | Board Member | — | ||
| Maurine Beinbrink | Board Member | — | ||
| Beth Calarco | Board Member | — | ||
| Margaret Marshall | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,425 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.