Structural Deficit
"Promotes diverse art forms in Sonoma County through an annual festival showcasing local artists and providing educational workshops, attracting thousands of attendees and supporting art center activities."
— Statement of Program Service Accomplishments
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.
Demonstrated Impact
- 4,000 attendees
- numerous students attend education workshops
- many artists participated
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 | — | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHILLIP MCDONEL | Board Member | — | ||
| CANDY ANDERSON | Board Member | — | ||
| VICTORIA SCHANDLER | Treasurer | — | ||
| COLIN DEAS | Secretary | — | ||
| KATHY BIRDSONG | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINUS LANCASTER | Board President | — | ||
| CANDY ANDERSON | Board Member | — | ||
| DAVID HOWARD | Board Member | — | ||
| NICOLE SCHLAEPPI | Board President | — | ||
| VICTORIA SCHANDLER | Treasurer | — | ||
| COLIN DEAS | Secretary | — | ||
| KATHY BIRDSONG | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHERINE BIRDSONG | Board President | — | ||
| CANDY ANDERSON | Secretary | — | ||
| DAVID HOWARD | Board Member | — | ||
| NICOLE SCHLAEPPI | Board President | — | ||
| VICTORIA SCHANDLER | Treasurer | — | ||
| COLIN DEAS | Board Member | — | ||
| LINUS LANCASTER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHERINE BIRDSONG | Board President | — | ||
| CANDY ANDERSON | Secretary | — | ||
| DAVID HOWARD | Board Member | — | ||
| NICOLE SCHLAEPPI | Board President | — | ||
| VICTORIA SCHANDLER | Treasurer | — | ||
| COLIN DEAS | Board Member | — | ||
| LINUS LANCASTER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DIANA JAMESON | Board President | — | ||
| KATHERINE BIRDSONG | Chairman | — | ||
| KEN HITE | Treasurer | — | ||
| CANDY ANDERSON | Board Member | — | ||
| LAUREL ANDERSON | Board Member | — | ||
| DAVID HOWARD | Board Member | — | ||
| SKYLAER PALACIOS | Board Member | — | ||
| DAVID RIPES | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 171 other orgs in CA with NTEE prefix A2.
Most-divergent component: financial score sits 29 points below the peer median (5 vs. 34).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.