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 | — | — | 68.8% | 22 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 24.7% | 25 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 46.8% | 22 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 46.6% | 22 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 38.0% | 22 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 35.0% | 22 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 35.7% | 22 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 27.2% | 32 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 27.9% | 30 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 28.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 47 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 45 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kristina Nakagawa | Executive Director | — | ||
| Maria Oberg | Board President | — | ||
| Lou De La Rosa | Board President | — | ||
| Brian Kroneman | Treasurer | — | ||
| Munni Krishna | Secretary | — | ||
| Jackson Baker | Board Member | — | ||
| Emma Eaton | Board Member | — | ||
| Elie Haddad | Board Member | — | ||
| Babette McKay | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joshua Lanam | Executive Director | 30.5% of Rev | ||
| Kristina Nakagawa | Artistic Director | 27.2% of Rev | ||
| Joshua Lanam | Executive Dir. | 25.2% of Rev | ||
| Kristina Nakagawa | Board Member | 25.2% of Rev | ||
| Joshua Lanam | Executive Dir. | 25.2% of Rev | ||
| Kristina Nakagawa | Board Member | 25.2% of Rev | ||
| Teresa Meyer Calvert | Board President | — | ||
| Susan Peterson | Board President | — | ||
| Alan Spool | Board Member | — | ||
| Emma Eaton | Secretary | — | ||
| Donald Foster | Board Member | — | ||
| Ava Huang | Board Member | — | ||
| Babette McKay | Board Member | — | ||
| Sebu Koleth | Board Member | — | ||
| Teresa Meyer Calvert | Board President | — | ||
| Elie Haddad | Board President | — | ||
| Brian Kroneman | Treasurer | — | ||
| Babette McKay | Secretary | — | ||
| Emma Eaton | Board Member | — | ||
| Jackson Baker | Board Member | — | ||
| Munni Krishna | Board Member | — | ||
| Maria Oberg | Board Member | — | ||
| Teresa Meyer Calvert | Board President | — | ||
| Susan Peterson | Board President | — | ||
| Alan Spool | Board Member | — | ||
| Emma Eaton | Secretary | — | ||
| Donald Foster | Board Member | — | ||
| Ava Huang | Board Member | — | ||
| Babette McKay | Board Member | — | ||
| Sebu Koleth | Board Member | — |
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
- Comp-to-revenue ratio of 68.8% 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 68.8% to under 22% of revenue — would move governance score by ~40 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.