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 | 6.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 3.6% | 35 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 3.6% | 37 | Financially Distressed | Recovery | |
| 2020 | — | — | 3.6% | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 4.3% | 35 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 6.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 4.6% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 3.7% | 35 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 4.1% | 35 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 3.4% | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 3.9% | 35 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 3.0% | 35 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 3.0% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Karyl Lynn Burns | Artistic Director | 6.6% of Rev | ||
| Doug Halter | Board President | — | ||
| Jeanne Adams | Board President | — | ||
| Stephanie Zierhut | Treasurer | — | ||
| Claire Bowman | Board Member | — | ||
| Michael Jackowitz | Board Member | — | ||
| Brad Setser | Board Member | — | ||
| Moustapha Abousambra | Board Member | — | ||
| Erik Feingold | Board Member | — | ||
| Abra Pilar Flores | Board Member | — | ||
| Jeffrey Grove | Board Member | — | ||
| Mary Jarvis | Board Member | — | ||
| Kelly-Marie Jones | Board Member | — | ||
| Matt Marquis | Board Member | — | ||
| Richard Reisman | Board Member | — | ||
| David Simpson | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Karyl Lynn Burns | Board Member | 2.6% of Rev | ||
| Doug Halter | Board President | — | ||
| Stephanie Zierhut | Board President | — | ||
| Jeanne Adams | Treasurer | — | ||
| Claire Bowman | Board Member | — | ||
| Michael Jackowitz | Board Member | — | ||
| Brad Setser | Board Member | — | ||
| Kevin Surace | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Karyl Lynn Burns | Board Member | 3.5% of Rev | ||
| Doug Halter | Board President | — | ||
| Jeanne Adams | Secretary | — | ||
| Stephanie Zierhut | Treasurer | — | ||
| Claire Bowman | Board Member | — | ||
| Michael Jackowitz | Board Member | — | ||
| Brett Molotsky | Board Member | — | ||
| Brad Setser | Board Member | — | ||
| Kevin Surace | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Karyl Lynn Burns | Board Member | 3.5% of Rev | ||
| Doug Halter | Board President | — | ||
| Mary Jarvis | Board President | — | ||
| Jeanne Adams | Secretary | — | ||
| Stephanie Zierhut | Treasurer | — | ||
| Claire Bowman | Board Member | — | ||
| Brett Molotsky | Board Member | — | ||
| Sal Santangelo | Board Member | — | ||
| Walt Wood | 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 6.7% 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.