Structural Deficit
"Serves as the primary arts council for Mono County, fostering art appreciation through education, advocacy, and community programs."
— 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.
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 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 41 | Fragile | Decline Risk | |
| 2014 | — | — | 11.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 17.4% | 23 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 14.1% | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MELISSA LARSEN | Board Member | — | ||
| BOB KENT | Board Member | — | ||
| DEJA CHARLES-TOMKINS | Board Member | — | ||
| TEISSIA TREYNET | Board Member | — | ||
| SCOTT POWER | Board Member | — | ||
| LAREN DORE | Board Member | — | ||
| SUSI BAINS | Board President | — | ||
| SARAH KEITH | Secretary | — | ||
| DORA BESSENBACHER | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MELISSA REEVES | CHAIRMAN | — | ||
| DAVE TITUS | Board President | — | ||
| SUSI BAINS | Secretary | — | ||
| CHRISTOPHER PLATT | Treasurer | — | ||
| REBECCA CLAYTON | Board Member | — | ||
| MELISSA LARSEN | Board Member | — | ||
| STEVE SHAKIN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Melissa Reeves | Chairman | — | ||
| Dave Titus | Board President | — | ||
| Christopher Platt | Treasurer | — | ||
| Susi Bains | Secretary | — | ||
| Stacy Corless | Board Member | — | ||
| Steve Shakin | Board Member | — | ||
| Rebecca Clayton | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Christopher Platt | Chairman | — | ||
| Stacy Corless | Vice Chairman | — | ||
| Michelle Quirsfeld | Secretary | — | ||
| Steve Wright | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,425 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 48 points below the peer median (5 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Two consecutive years of deficit spending.
- 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.