Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↓
Overall
25
Score
Governance
50
Score
Financial
0
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 13.4% | 22 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 43.5% | 17 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 27.3% | 21 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 18.8% | 27 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 11.3% | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTINA PETREA | Executive Director | 14.9% of Rev | ||
| JESSICA NICHOLS | Board Member | — | ||
| JEAN ISAAC | FOUNDER | — | ||
| ALEX CARTER | Board Member | — | ||
| JAMIE KELLER | Secretary | — | ||
| JESSICA REED | Board President | — | ||
| MELISSA WINKLER | Treasurer | — | ||
| KEVIN BORUM | Board Member | — | ||
| AUDREY GARDNER | Board Member | — | ||
| WHITNEY DEUEL | Board President | — | ||
| EMILY VOSSBRINK | Board Member | — | ||
| BETSY ALVAREZ | Board Member | — | ||
| TAMMI MARSHALL | Board Member | — | ||
| ALEXA COHEN | Artistic Director | — | ||
| LEANNE LEHN | Board Member | — | ||
| JENNY LEBOFFE | Board Member | — | ||
| KELLY HALE-OBESO | Board Member | — | ||
| CHRYSTAL CIENFUEGOS | Board Member | — | ||
| KIM DILLING | Board Member | — | ||
| ASHLEY PEARCE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTINA PETREA | Executive Director | 11.5% of Rev | ||
| KRISTINA PETREA | Executive Director | 5.1% of Rev | ||
| JESSICA NICHOLS | Board Member | — | ||
| JEAN ISAAC | Artistic Director | — | ||
| ALEX CARTER | Board Member | — | ||
| JAMIE KELLER | Treasurer | — | ||
| JESSICA REED | Board President | — | ||
| CONNIE THOMAS | Board Member | — | ||
| MELISSA WINKLER | Board Member | — | ||
| HARRY MUNS | Board Member | — | ||
| KEVIN BORUM | Board Member | — | ||
| AUDREY GARDNER | Secretary | — | ||
| WHITNEY DEUEL | Board Member | — | ||
| EMILY VOSSBRINK | Board Member | — | ||
| NANCY WORLIE | Board Member | — | ||
| BETSY ALVAREZ | Board Member | — | ||
| TAMMI MARSHALL | Board Member | — | ||
| KATIE WALLACE | Board Member | — | ||
| JESSICA BROWN | Board Member | — | ||
| JOHN DEMAREE | Board Member | — | ||
| LEANNE RAINER | Board Member | — | ||
| JESSICA NICHOLS | Board Member | — | ||
| JEAN ISAAC | Artistic Director | — | ||
| ALEX CARTER | Board Member | — | ||
| JAMIE KELLER | Treasurer | — | ||
| JESSICA REED | Board President | — | ||
| CONNIE THOMAS | Board Member | — | ||
| JOE DIONISIO | Board President | — | ||
| MELISSA WINKLER | Board Member | — | ||
| HARRY MUNS | Board Member | — | ||
| ELISE PETT | Board Member | — | ||
| AUDREY GARDNER | Secretary | — | ||
| WHITNEY DEUEL | Board Member | — | ||
| EMILY VOSSBRINK | Board Member | — | ||
| NANCY WORLIE | Board Member | — | ||
| BETSY ALVAREZ | Board Member | — | ||
| TAMMI MARSHALL | Board Member | — | ||
| KATIE WALLACE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTINA PETREA | Executive Director | 11.5% of Rev | ||
| JESSICA NICHOLS | Board Member | — | ||
| JEAN ISAAC | Artistic Director | — | ||
| ALEX CARTER | Board Member | — | ||
| JAMIE KELLER | Treasurer | — | ||
| JESSICA REED | Board President | — | ||
| CONNIE THOMAS | Board Member | — | ||
| JOE DIONISIO | Board President | — | ||
| MELISSA WINKLER | Board Member | — | ||
| HARRY MUNS | Board Member | — | ||
| ELISE PETT | Board Member | — | ||
| AUDREY GARDNER | Secretary | — | ||
| WHITNEY DEUEL | Board Member | — | ||
| EMILY VOSSBRINK | Board Member | — | ||
| NANCY WORLIE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTINA PETREA | Executive Director | 9.8% of Rev | ||
| AUDREY GARDNER | Secretary | 1.7% of Rev | ||
| JESSICA NICHOLS | Board Member | — | ||
| JEAN ISAAC | Artistic Director | — | ||
| ALEX CARTER | Board Member | — | ||
| JAMIE KELLER | Treasurer | — | ||
| JESSICA REED | Board President | — | ||
| CONNIE THOMAS | Board Member | — | ||
| JOE DIONISIO | Board President | — | ||
| MELISSA WINKLER | Board Member | — | ||
| HARRY MUNS | Board Member | — | ||
| ELISE PETT | Board Member | — | ||
| WHITNEY DEUEL | Board Member | — | ||
| EMILY VOSSBRINK | Board Member | — | ||
| NANCY WORLIE | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
25 / 100
Priority Review
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 53 points below the peer median (0 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
- 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.