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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 11.6% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 13.5% | 39 | Fragile | Recovery | |
| 2021 | — | — | 21.9% | 33 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 22.1% | 35 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 9.3% | 42 | Fragile | Recovery | |
| 2018 | — | — | 10.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 10.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 5.1% | 38 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 5.6% | 38 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 6.0% | 44 | Fragile | Recovery | |
| 2013 | — | — | 5.7% | 38 | Financially Distressed | Recovery | |
| 2012 | — | — | 6.5% | 36 | Financially Distressed | Recovery | |
| 2011 | — | — | 15.5% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Keri Butkevich | Board Member | 6.6% of Rev | ||
| Eric Tuan | Artistic Director | 5.4% of Rev | ||
| POPPEA DORSAM | Board President | — | ||
| Blythe Tai | Board President | — | ||
| James Bell | Treasurer | — | ||
| Lucy Swenson | Secretary | — | ||
| Amy Hillyard | Board Member | — | ||
| Ben Meisel | Board Member | — | ||
| Roshmi Mukherji | Board Member | — | ||
| Janet Walker | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Beth L Schecter | Interim E.D. | 6.8% of Rev | ||
| Eric Tuan | Artistic Director | 5.1% of Rev | ||
| Keri Butkevich | Board Member | 1.1% of Rev | ||
| Robert Geary | Artistic Director | 0.7% of Rev | ||
| Aparna Rao | Interim E.D. | 0.3% of Rev | ||
| POPPEA DORSAM | Board President | — | ||
| KELLY KIRKPATRICK | Board President | — | ||
| CAROLINE SANTANDER | Treasurer | — | ||
| CARRIE MCALLISTER | Secretary | — | ||
| Camden Louie | Secretary | — | ||
| SUE MALICK | Board Member | — | ||
| Katherine Baird | Board Member | — | ||
| Janet Walker | Board Member | — | ||
| Blythe Tai | 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: 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.
Overall score has gone from 42 → 33 over 5 years (declining by 9 points).
What's driving this score
- Comp-to-revenue ratio of 11.6% 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.