Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
Structural Deficit
"Provides an intimate and professional setting for emerging and established playwrights to develop and stage new works that address contemporary issues with originality and urgency."
— Statement of Program Service Accomplishments
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
31
Score
Governance
45
Score
Financial
0
Score
Program
60
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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 17.5% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 8.8% | 42 | Fragile | Recovery | |
| 2021 | — | — | 21.9% | 37 | Fragile | Recovery | |
| 2020 | — | — | 4.3% | 37 | Financially Distressed | Recovery | |
| 2019 | — | — | 10.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 12.8% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 17.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 7.4% | 36 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 6.6% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 9.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 9.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 6.2% | 36 | Financially Distressed | Recovery | |
| 2011 | — | — | 48.4% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SEAN SAN JOSE | Artistic Director | 10.5% of Rev | ||
| KEVIN NELSON | Board Member | 7.0% of Rev | ||
| LEIGH WOLF | CHAIRMAN | — | ||
| KAREN DONOVAN | Treasurer | — | ||
| KATHRYN KERSEY | CHAIRMAN | — | ||
| COLMAN DOMINGO | Board Member | — | ||
| IRENE FAYE DULLER | Board Member | — | ||
| ANNE LAI | Secretary | — | ||
| ANGELA MARINO | Board Member | — | ||
| RICHARD TSANG | Board Member | — | ||
| JOAN OSATO | Board Member | — | ||
| KATHERINE DANIELS | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SEAN SAN JOSE | Artistic Director | 10.5% of Rev | ||
| KEVIN NELSON | Board Member | 7.0% of Rev | ||
| LEIGH WOLF | CHAIRMAN | — | ||
| KAREN DONOVAN | Treasurer | — | ||
| KATHRYN KERSEY | CHAIRMAN | — | ||
| COLMAN DOMINGO | Board Member | — | ||
| IRENE FAYE DULLER | Board Member | — | ||
| ANNE LAI | Secretary | — | ||
| ANGELA MARINO | Board Member | — | ||
| VALERIE SAINTE-AGATHE | Board Member | — | ||
| RICHARD TSANG | Board Member | — | ||
| JOAN OSATO | Board Member | — | ||
| KATHERINE DANIELS | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SEAN SAN JOSE | Artistic Director | 10.5% of Rev | ||
| KEVIN NELSON | Board Member | 5.7% of Rev | ||
| LEIGH WOLF | Secretary | — | ||
| KAREN DONOVAN | Treasurer | — | ||
| KATRINA WONG | Board Member | — | ||
| ALAN STEWART | Board Member | — | ||
| SARAH NINA HAYON | Board Member | — | ||
| KATHRYN KERSEY | CHAIRMAN | — | ||
| DORI CAMINONG | Board Member | — | ||
| COLMAN DOMINGO | Board Member | — | ||
| IRENE FAYE DULLER | Board Member | — | ||
| ANNE LAI | Board Member | — | ||
| AWELE MAKEBA | Board Member | — | ||
| ANGELA MARINO | Board Member | — | ||
| DIANA MEANS | Board Member | — | ||
| JOAN OSATO | Board Member | — | ||
| JEANETTE QUICK | Board Member | — | ||
| JOHN RUSKIN | Board Member | — | ||
| REBEKA RODRIGUEZ | Board Member | — | ||
| VALERIE SAINTE-AGATHE | Board Member | — | ||
| ERIN WILSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SEAN SAN JOSE | Artistic Director | 5.3% of Rev | ||
| LEIGH WOLF | Secretary | — | ||
| KAREN DONOVAN | Treasurer | — | ||
| KATRINA WONG | Board Member | — | ||
| ALAN STEWART | Board Member | — | ||
| SARAH NINA HAYON | Board Member | — | ||
| KATHRYN KERSEY | CHAIRMAN | — | ||
| DORI CAMINONG | Board Member | — | ||
| COLMAN DOMINGO | Board Member | — | ||
| IRENE FAYE DULLER | Board Member | — | ||
| ANNE LAI | Board Member | — | ||
| AWELE MAKEBA | Board Member | — | ||
| ANGELA MARINO | Board Member | — | ||
| DIANA MEANS | Board Member | — | ||
| JOAN OSATO | Board Member | — | ||
| JEANETTE QUICK | Board Member | — | ||
| JOHN RUSKIN | Board Member | — | ||
| REBEKA RODRIGUEZ | Board Member | — | ||
| VALERIE SAINTE-AGATHE | Board Member | — | ||
| ERIN WILSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LORETTA GRECO | Artistic Director | 11.8% of Rev | ||
| JOHN MARX | CO-CHAIRMAN | — | ||
| LEIGH WOLF | Board Member | — | ||
| KAREN DONOVAN | Treasurer | — | ||
| KATRINA WONG | Board Member | — | ||
| ALAN STEWART | Secretary | — | ||
| SARAH NINA HAYON | Board Member | — | ||
| KATHRYN KERSEY | CO-CHAIRMAN | — | ||
| LARRY GOLDFARB | 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
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
31 / 100
Priority Review
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 17.5% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.