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 | 6.3% | 30 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 7.0% | 30 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 7.6% | 30 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 8.1% | 30 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 8.7% | 30 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 1.5% | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 1.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 1.5% | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 5.5% | 30 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 6.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 6.4% | 30 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 4.0% | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 5.5% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DENISE RINALDI | Board Member | 5.4% of Rev | ||
| VALERIE HUSTON | BOARD ADVISOR | 0.9% of Rev | ||
| SARAH CASE | Board President | — | ||
| ADDISON CLARKE | Treasurer | — | ||
| SUSIE COUTURE | Board Member | — | ||
| CONOR ADLER | Board President | — | ||
| STEPHANIE OCHOA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DENISE RINALDI | Board Member | 4.3% of Rev | ||
| VALERIE HUSTON | BOARD ADVISOR | 0.9% of Rev | ||
| MATT KLONOWSKI | Board President | — | ||
| SARAH CASE | Treasurer | — | ||
| CRAIG ARCURI | Board Member | — | ||
| ELIZABETH REITER | Board President | — | ||
| MELISSA WILDER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DENISE RINALDI | Board Member | 3.7% of Rev | ||
| AIMEE LOPEZ | Artistic Director | 1.7% of Rev | ||
| VALERIE HUSTON | Executive Director | 1.2% of Rev | ||
| ERIN CLARK | Board Member | 0.4% of Rev | ||
| DIANA REPLOGLE-PURINTON | Secretary | 0.0% of Rev | ||
| MATT KLONOWSKI | Board President | — | ||
| SARAH CASE | Treasurer | — | ||
| ELIZABETH REITER | Board President | — | ||
| CRAIG ARCURI | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DENISE RINALDI | Artistic Director | 4.3% of Rev | ||
| AIMEE LOPEZ | Artistic Director | 3.7% of Rev | ||
| VALERIE HUSTON | Executive Director | 1.0% of Rev | ||
| ERIN CLARK | Board Member | 0.5% of Rev | ||
| MATT KLONOWSKI | Board President | — | ||
| SARAH CASE | Treasurer | — | ||
| JULIE SALINAS | Secretary | — | ||
| ELIZABETH REITER | Board Member | — | ||
| CRAIG ARCURI | 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: financial score sits 33 points below the peer median (0 vs. 33).
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 6.3% 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.