Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↓
Overall
37
Score
Governance
58
Score
Financial
5
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 3.2% | 37 | Financially Distressed | Recovery | |
| 2022 | — | — | 12.0% | 42 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 10.8% | 50 | Fragile | Recovery | |
| 2020 | — | — | 4.8% | 37 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 10.0% | 40 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 9.8% | 44 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 6.8% | 48 | Fragile | Recovery | |
| 2016 | — | — | 6.1% | 42 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 8.2% | 44 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 8.7% | 44 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 4.6% | 53 | Fragile | Recovery | |
| 2012 | — | — | 7.6% | 50 | Fragile | Stable Watch | |
| 2011 | — | — | 6.8% | 50 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lance Gardner | Executive Dir. | 3.2% of Rev | ||
| Matthew Purdon | Board President | — | ||
| Josh Rafne | Board President | — | ||
| Barbara Roberts | Treasurer | — | ||
| Wendy Feng | Secretary | — | ||
| Naima Dean | Board Member | — | ||
| Kipp Delbyck | Board Member | — | ||
| Doug Frazier | Board Member | — | ||
| Denmo Ibrahim | Board Member | — | ||
| Jennifer McEvoy | Board Member | — | ||
| Vera Meislin | Board Member | — | ||
| Stacy Scott | Board Member | — | ||
| Tara Sullivan | Board Member | — | ||
| Penny Wright | Board Member | — | ||
| Rev Floyd Thompkins | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JASSON MINADAKIS | Artistic Director | 6.9% of Rev | ||
| MEREDITH SUTTLES | Executive Director | 4.4% of Rev | ||
| BARBARA MORRISON | Board President | — | ||
| KATHRYN OLSON | Board President | — | ||
| FRED TAYLOR | Treasurer | — | ||
| JOHN CHESLEY | Secretary | — | ||
| WENDY FENG | Board President | — | ||
| VERA MEISLIN | Board Member | — | ||
| MATTHEW PURDON | Board Member | — | ||
| DENMO IBRAHIM | Board Member | — | ||
| CHRISTIAN MILLS | Board Member | — | ||
| BETHANY BYRD-HILL | Board Member | — | ||
| PENNY WRIGHT | Board Member | — | ||
| ROBERT REYNOLDS | Treasurer | — | ||
| STACY SCOTT | Board Member | — | ||
| NAIMA DEAN | Board Member | — | ||
| JOSH RAFNER | Board Member | — | ||
| TARA SULLIVAN | Board Member | — | ||
| KIPP DELBYCK | Board Member | — | ||
| WILL FELCH | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JASSON MINADAKIS | Artistic Director | 6.8% of Rev | ||
| BARBARA MORRISON | Board President | — | ||
| KATHRYN OLSON | Board President | — | ||
| FRED TAYLOR | Treasurer | — | ||
| JOHN CHESLEY | Secretary | — | ||
| WENDY FENG | Board President | — | ||
| VERA MEISLIN | Board Member | — | ||
| MATTHEW PURDON | Board Member | — | ||
| DENMO IBRAHIM | Board Member | — | ||
| CHRISTIAN MILLS | Board Member | — | ||
| BETHANY BYRD-HILL | Board Member | — | ||
| PENNY WRIGHT | Board Member | — | ||
| ROBERT REYNOLDS | Board Member | — | ||
| STACY SCOTT | Board Member | — | ||
| MEREDITH SUTTLES | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JASSON MINADAKIS | Artistic Director | 6.4% of Rev | ||
| FRED TAYLOR | Board President | — | ||
| KIPP DELBYCK | Board President | — | ||
| BUFFINGTON MILLER | Treasurer | — | ||
| JOHN CHESLEY | Secretary | — | ||
| TERRY BERKEMEIER | Board Member | — | ||
| VERA MEISIN | Board Member | — | ||
| CHERYL BRANDON | Board Member | — | ||
| KATHRYN OLSON | Board Member | — | ||
| SUZANNE DARLEY | Board Member | — | ||
| ROBERT SHOFFNER | Board Member | — | ||
| CONNIE OCLASSEN | Board Member | — | ||
| BRIAN HAUGHTON | Board Member | — | ||
| SUSAN HOLDSTEIN | Board Member | — | ||
| ROBERT REYNOLDS | Board Member | — | ||
| STACY SCOTT | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
37 / 100
Priority Review
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.
What's driving this score
- Comp-to-revenue ratio of 3.2% 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.