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 | 15.6% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 13.4% | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 19.2% | 27 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 16.8% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 12.7% | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 12.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 12.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 8.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 9.4% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 18.4% | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 36.0% | 32 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 19 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 19 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARLA ROJO | Executive Director | 10.2% of Rev | ||
| SHARONA KRINSKY | EXECUTIVE PRODUCER | 5.5% of Rev | ||
| ROBERT LEVENSTEIN | Board President | — | ||
| JOHN BAGAKIS | Board President | — | ||
| DEBBY BARRI | Treasurer | — | ||
| SUSAN FITZSIMONS | Secretary | — | ||
| MICHELLE ROWANT | Board Member | — | ||
| JANA KELLY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARLA ROJO | Executive Director | 10.2% of Rev | ||
| SHARONA KRINSKY | EXECUTIVE PRODUCER | 3.7% of Rev | ||
| MICHELLE ROWAN | Board President | — | ||
| JOHN BAGAKIS | Board President | — | ||
| TRACY MAESTRO | Treasurer | — | ||
| SUSAN FITZSIMONS | Secretary | — | ||
| ROBERT LEVINSON | Board Member | — | ||
| MELVEEN STEVENSON | Board Member | — | ||
| JANA KELLY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARLA ROJO | Executive Director | 6.6% of Rev | ||
| SHARONA KRINSKY | EXECUTIVE PRODUCER | 2.7% of Rev | ||
| MICHELLE ROWAN | Board President | — | ||
| JOHN BAGAKIS | Board President | — | ||
| TRACY MAESTRO | Treasurer | — | ||
| SUSAN FITZSIMONS | Secretary | — | ||
| VICTOR COCCHIARO | Board Member | — | ||
| MELVEEN STEVENSON | Board Member | — | ||
| JANA KELLY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARLA ROJO | Executive Director | 6.2% of Rev | ||
| TRACY SCHILLER | Executive Director | 6.0% of Rev | ||
| JANA KELLY | Board Member | — | ||
| MELVEEN STEVENSON | Board Member | — | ||
| VICTOR COCCHIARO | Board Member | — | ||
| TRACY MAESTRO | Treasurer | — | ||
| SUSAN FITZSIMONS | Secretary | — | ||
| JOHN BAGAKIS | Board President | — | ||
| MICHELLE ROWAN | Board President | — | ||
| SHARONA KRINSKY | EXECUTIVE PRODUCER (AS OF OCT.) | — |
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 15.6% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.