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 | Hidden | Hidden | 8.8% | 42 | Fragile | Recovery | |
| 2022 | — | — | 14.5% | 41 | Fragile | Recovery | |
| 2021 | — | — | 14.2% | 39 | Fragile | Recovery | |
| 2020 | — | — | 16.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 7.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 6.0% | 40 | Financially Distressed | Recovery | |
| 2017 | — | — | 7.3% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 9.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 6.8% | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | 8.3% | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 7.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 8.3% | 38 | Financially Distressed | Recovery | |
| 2011 | — | — | 0.1% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jim Tibbs | Executive Dir. | 3.8% of Rev | ||
| Ren Mandel | Artistic Director | 3.1% of Rev | ||
| Paul Bennett | Board President | — | ||
| Kathleen Henschel | Vice President | — | ||
| John Dewes | Treasurer | — | ||
| Kathleen Crandall | Vice President | — | ||
| Shariq Yosufzai | Board Member | — | ||
| Dianne Crosby | Board Member | — | ||
| Brian James | Board Member | — | ||
| Susan Acquistapace | Board Member | — | ||
| Deborah Gould | Board Member | — | ||
| Janet Maestre | Board Member | — | ||
| William Knuttel | Board Member | — | ||
| William McCoy | Board Member | — | ||
| Jan McCutcheon | Board Member | — | ||
| Thomas Reicher | Board Member | — | ||
| Emma Moon | Board Member | — | ||
| Michael Taddei | Board Member | — | ||
| Katy Kammeyer | Executive Dir. | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jim Tibbs | Executive Dir. | 4.0% of Rev | ||
| Ren Mandel | Artistic Director | 3.2% of Rev | ||
| Paul Bennett | Board President | — | ||
| Brian James | Secretary | — | ||
| John Dewes | Treasurer | — | ||
| Kathleen Henschel | Vice President | — | ||
| Carrie McAlister | Vice President | — | ||
| Susan Acquistapace | Board Member | — | ||
| Kathleen Crandall | Board Member | — | ||
| Deborah Gould | Board Member | — | ||
| Janet Maestre | Board Member | — | ||
| William Knuttel | Board Member | — | ||
| William McCoy | Board Member | — | ||
| Jan McCutcheon | Board Member | — | ||
| Thomas Reicher | Board Member | — | ||
| Thomas Richardson | Board Member | — | ||
| Deborah Shidler | Board Member | — | ||
| Michael Taddei | Board Member | — | ||
| Shariq Yosufzai | 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 34 → 42 over 5 years (improving by 8 points).
What's driving this score
- Comp-to-revenue ratio of 8.8% sits within the sector's healthy band (18–22%).
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.