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 | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ROSE ORTEGA | Board President | — | ||
| JOSEANA GARZA VASQUEZ | Board Member | — | ||
| JUAN ESCOBEDO | Board Member | — | ||
| FRANCISCO SANDOVAL | Secretary | — | ||
| MARGIE HERNANDEZ | Board Member | — | ||
| RICARDO ROSAS | Board Member | — | ||
| GENARO PADILLA | Board Member | — | ||
| ALEJANDRO MARTINEZ | Board Member | — | ||
| MARIE CHRISTINE RIOS | Arts Manager | — | ||
| JEANETTE PADILLA | Board Member | — | ||
| GEMA SANDOVAL | Arts Admin. | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JUAN ESCOBEDO | Board Member | — | ||
| FRANCISCO SANDOVAL | Secretary | — | ||
| MARGIE HERNANDEZ | Board Member | — | ||
| MARTIN OLVERA | Treasurer | — | ||
| ALEJANDRO MARTINEZ | Board Member | — | ||
| MARIE CHRISTINE RIOS | ARTS MANAGER | — | ||
| GEMA SANDOVAL | ARTS ADMIN. | — | ||
| MARY ROSE ORTEGA | Board President | — | ||
| JOSEANA GARZA VASQUEZ | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VICTORIA CASTRO | Board Member | — | ||
| FRANCISCO SANDOVAL | Secretary | — | ||
| ROGER AGUIRRE | Treasurer | — | ||
| MARTIN OLVERA | Board Member | — | ||
| LIZ MORENO | Board Member | — | ||
| ALEJANDRO MARTINEZ | Board Member | — | ||
| MARIE CHRISTINE RIOS | ARTS MANAGER | — | ||
| OFELIA VALDES | Board Member | — | ||
| GEMA SANDOVAL | ARTS ADMIN. | — | ||
| MARY ROSE ORTEGA | Board President | — | ||
| JOSEANA GARZA VASQUEZ | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VICTORIA CASTRO | Board President | — | ||
| FRANCISCO SANDOVAL | Secretary | — | ||
| ROGER AGUIRRE | Treasurer | — | ||
| MARTIN OLVERA | Board Member | — | ||
| LIZ MORENO | Board Member | — | ||
| ALEJANDRO MARTINEZ | Board Member | — | ||
| MARIE CHRISTINE RIOS | ARTS MANAGER | — | ||
| OFELIA VALDES | Board Member | — | ||
| GEMA SANDOVAL | ARTS ADMIN. | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,424 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 53 points below the peer median (0 vs. 53).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.