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 | — | — | 14.8% | 31 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | 15.0% | 29 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 21.6% | 34 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 9.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 13.5% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 22.5% | 22 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 28.3% | 25 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 34.6% | 25 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 33.5% | 25 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 16.0% | 20 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 27.2% | 19 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 12.8% | 22 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 6.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 5.4% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Stephanie Shoffner | Executive Director | 13.7% of Rev | ||
| Margo Hall | Board Member | 11.5% of Rev | ||
| John Anderson | Treasurer | — | ||
| Chelsea Jones | Board Member | — | ||
| Denise Eaton-May | Board Member | — | ||
| Regina Guillory | Board Member | — | ||
| Tammy L Hall | Board Member | — | ||
| Brian S Haughton | Board President | — | ||
| Jan Hunter | Board Member | — | ||
| Henry Taylor | Board Member | — | ||
| Robert Shoffner | Board President | — | ||
| Celia Stern | Secretary | — | ||
| Jaquetta Farrar | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Stephanie Shoffner | Executive Director | 8.0% of Rev | ||
| Stephanie Shoffner | Executive Director | 8.0% of Rev | ||
| Margo Hall | Artistic Director | 5.5% of Rev | ||
| Margo Hall | Artistic Director | 5.5% of Rev | ||
| Darryl V Jones | Board Member | 0.0% of Rev | ||
| Darryl V Jones | Board Member | 0.0% of Rev | ||
| John Anderson | Treasurer | — | ||
| Nikki Beasley | Board Member | — | ||
| Aldo Billingslea | Board Member | — | ||
| Denise Eaton May | Board Member | — | ||
| Regina Guillory | Board Member | — | ||
| Brian S Haughton | Board President | — | ||
| Jan Hunter | Board Member | — | ||
| Barbara Parker | Board Member | — | ||
| Robert Shoffner | Board President | — | ||
| Celia Stern | Secretary | — | ||
| Brenda Wade | Board Member | — | ||
| John Anderson | Treasurer | — | ||
| Nikki Beasley | Board Member | — | ||
| Aldo Billingslea | Board Member | — | ||
| Denise Eaton May | Board Member | — | ||
| Regina Guillory | Board Member | — | ||
| Brian S Haughton | Board President | — | ||
| Jan Hunter | Board Member | — | ||
| Barbara Parker | Board Member | — | ||
| Robert Shoffner | Board President | — | ||
| Celia Stern | Secretary | — | ||
| Brenda Wade | 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: financial score sits 28 points below the peer median (5 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.
Overall score has gone from 24 → 31 over 5 years (improving by 7 points).
What's driving this score
- Comp-to-revenue ratio of 14.8% 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.