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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 11.4% | 42 | Fragile | Stable Watch | |
| 2022 | — | — | 11.6% | 42 | Fragile | Recovery | |
| 2021 | — | — | 19.5% | 35 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 10.6% | 40 | Fragile | Recovery | |
| 2019 | — | — | 12.4% | 37 | Financially Distressed | Recovery | |
| 2018 | — | — | 41.8% | 32 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 12.6% | 37 | Financially Distressed | Recovery | |
| 2016 | — | — | 27.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 20.2% | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 23.7% | 26 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 22.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 8.8% | 40 | Financially Distressed | Recovery | |
| 2011 | — | — | 17.5% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alexi Zubiria | Artistic Director | 7.7% of Rev | ||
| Eileen Zubiria | Board President | 2.2% of Rev | ||
| Francisco Avellan | Secretary | 1.6% of Rev | ||
| Charlie Mayman | Board Member | — | ||
| Alvina Nishimoto | Treasurer | — | ||
| Yoshiko Matsumoto | Advisory Board | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alexi Zubiria | Artistic Director | 7.0% of Rev | ||
| Francisco Avellan | Secretary | 2.5% of Rev | ||
| Eileen Zubiria | Board President | 1.8% of Rev | ||
| Charlie Mayman | Board Member | — | ||
| Alvina Nishimoto | Treasurer | — | ||
| Yoshiko Matsumoto | Advisory Board | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alexi Zubiria | Artistic Director | 5.4% of Rev | ||
| Eileen Zubiria | Board President | 1.6% of Rev | ||
| Francisco Avellan | Secretary | 1.3% of Rev | ||
| Stan Rockson | Advisory Board | — | ||
| Alvina Nishimoto | Treasurer | — | ||
| Charlie Mayman | Board Member | — | ||
| Yoshiko Matsumoto | Advisory Board | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alexi Zubiria | Artistic Director | 4.1% of Rev | ||
| Francisco Avellan | Secretary | 1.7% of Rev | ||
| Eileen Zubiria | Board President | 1.6% of Rev | ||
| Stan Rockson | Advisory Board | — | ||
| Alvina Nishimoto | Treasurer | — | ||
| Yoshiko Matsumoto | Advisory Board | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alexi Zubiria | Artistic Director | 4.6% of Rev | ||
| Eileen Zubiria | Board President | 2.0% of Rev | ||
| Francisco Avellan | Secretary | 1.9% of Rev | ||
| Stan Rockson | Board Member | — | ||
| Alvina Nishimoto | Treasurer | — | ||
| Yoshiko Matsumoto | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
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 11.4% 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.