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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 17.8% | 39 | Fragile | Recovery | |
| 2022 | — | — | 19.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 23.6% | 43 | Governance-Stressed | Recovery | |
| 2020 | — | — | 32.2% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 15.8% | 37 | Financially Distressed | Stable Watch | |
| 2018 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 10.8% | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | 11.1% | 32 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 18.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 16.6% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARCUS SHELBY | Artistic Director | 9.1% of Rev | ||
| GAYLE OKUMURA SULLIVAN | Executive Dir. | 9.1% of Rev | ||
| MARCUS SHELBY | Artistic Director | 8.9% of Rev | ||
| GAYLE OKUMURA SULLIVAN | Executive Dir. | 8.9% of Rev | ||
| JACK RAINEAULT | Chairman | — | ||
| KATHY TAYLOR | Board President | — | ||
| CLAUDIA VECCHIO | Board Member | — | ||
| KAREN MASTERSTON DIENST | Secretary | — | ||
| STEPHEN PASSALACQUA | Board Member | — | ||
| DAN CARROLL | Treasurer | — | ||
| MARK MCMULLIN | Board Member | — | ||
| JESSICA LUSHER | Board Member | — | ||
| CHAD RICHARD | Board Member | — | ||
| JACK RAINEAULT | Chairman | — | ||
| KATHY TAYLOR | Board President | — | ||
| KAREN MASTERSTON DIENST | Secretary | — | ||
| STEPHEN PASSALACQUA | Board Member | — | ||
| DAN CARROLL | Treasurer | — | ||
| MARK GARRETT | Board Member | — | ||
| JESSICA LUSHER | Board Member | — | ||
| CHAD RICHARD | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARCUS SHELBY | Artistic Director | 7.4% of Rev | ||
| GAYLE OKAMURA SULLIVAN | Executive Dir. | 5.3% of Rev | ||
| JACK RAINEAULT | Chairman | — | ||
| KATHY TAYLOR | Board President | — | ||
| DENNIS ABBEY | Secretary | — | ||
| KAREN MASTERSTON DIENST | Secretary | — | ||
| STEPHEN PASSALACQUA | Board Member | — | ||
| DAN CARROLL | Treasurer | — | ||
| MARK MCMULLIN | Board Member | — | ||
| JESSICA LUSHER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARCUS SHELBY | Board Member | 5.6% of Rev | ||
| GAYLE OKAMURA SULLIVAN | Board Member | 4.2% of Rev | ||
| JESSICA FELIX | Artistic Director | 1.1% of Rev | ||
| JACK RAINEAULT | Chairman | — | ||
| KATHY TAYLOR | Board President | — | ||
| DENNIS ABBEY | Secretary | — | ||
| LINDA LEBOVICS | Treasurer | — | ||
| DAN CARROLL | Treasurer | — | ||
| MARK MCMULLIN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JESSICA FELIX | Artistic Director | 6.4% of Rev | ||
| GAYLE OKAMURA SULLIVAN | Board Member | 4.2% of Rev | ||
| JACK RAINEAULT | Chairman | — | ||
| KATHY TAYLOR | Board President | — | ||
| DENNIS ABBEY | Secretary | — | ||
| LINDA LEBOVICS | Treasurer | — | ||
| MARCUS SHELBY | Board Member | — | ||
| ROLLIE ATKINSON | Board Member | — | ||
| MARK MCMULLIN | 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.
What's driving this score
- Comp-to-revenue ratio of 17.8% 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.