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 | — | |
| 2022 | — | — | 40.8% | 26 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | — | 39 | Fragile | Recovery | |
| 2020 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | 25.1% | 30 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 24.1% | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 23.7% | 30 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 24 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 26 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 29.3% | 23 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 12.4% | 29 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 24.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 12.3% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alec Schumacker | Board President | — | ||
| J Lahela Perry | Treasurer | — | ||
| Jennica Goo | Secretary | — | ||
| Mark Conching | Board Member | — | ||
| Marla Momi Musick | Board Member | — | ||
| Jade Guess | Board President | — | ||
| Ross Taosaka | Board Member | — | ||
| Kuulei Williams | Board Member | — | ||
| Nola Nahulu | Artistic Director | — | ||
| Malia Ka'ai-Barrett | General Manager | — | ||
| Alec Schumacker | Board Member | — | ||
| Rosalyn Dias | Treasurer | — | ||
| Ke'ala Nichols | Secretary | — | ||
| Patricia Ramirez | Board Member | — | ||
| Nathan Aipa | Board President | — | ||
| Jade Guess | Board Member | — | ||
| Nola Nahulu | Artistic Director | — | ||
| Malia Ka'ai-Barrett | General Manager | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jean Lilley | Board President | — | ||
| Traci Satogata-Sakima | Vice President | — | ||
| Michelle Nalei Akina | Treasurer | — | ||
| Phyllis Haines | Secretary | — | ||
| Olivia Castro | Board Member | — | ||
| Allen Hanaike | Board Member | — | ||
| Patricia Ramirez | Board Member | — | ||
| Nola Nahulu | Artistic Director | — | ||
| Malia Ka'ai-Barrett | General Manager | — | ||
| Allen Hanaike | Vice President | — | ||
| Michele Akina | Treasurer | — | ||
| Rosalyn Concepcion | Board Member | — | ||
| Phyllis Haines | Secretary | — | ||
| Olivia Castro | Board Member | — | ||
| Ross Taosaka | Board Member | — | ||
| Patricia Ramirez | Board Member | — | ||
| Jean Lilley | Board President | — | ||
| Debra Nichos | Board Member | — | ||
| Nathan Aipa | Board Member | — | ||
| Jade Guess | Board Member | — | ||
| Alexander Shumacker | Board Member | — | ||
| Nola Nahulu | Artistic Director | — | ||
| Malia Ka'ai-Barrett | General Manager | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 35 other orgs in HI with NTEE prefix A6.
Most-divergent component: financial score sits 23 points below the peer median (5 vs. 28).
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 40.8% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 40.8% to under 22% of revenue — would move governance score by ~38 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.