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 | — | — | Unknown | — | |
| 2022 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mimi Fanucchi | Secretary | — | ||
| Marina Fliagina | Board Member | — | ||
| Lucia Mireles-Chavez | Board Member | — | ||
| Kathryn McDougal | Executive Dir. | — | ||
| Michael Mahoney | Board Member | — | ||
| Kaye Bonner-Cummings | Board Member | — | ||
| Aaron Smyth | Board Member | — | ||
| Carla Lippert | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mimi Fanucchi | Secretary | — | ||
| Marina Fliagina | Board Member | — | ||
| Aja Patton | Board President | — | ||
| Lucia Mireles-Chavez | Board Member | — | ||
| Kathryn McDougal | Executive Dir. | — | ||
| Michael Mahoney | Board Member | — | ||
| Kaye Bonner-Cummings | Board Member | — | ||
| Priscilla Cullers | Board Member | — | ||
| Aaron Smyth | Board Member | — | ||
| Mimi Fanucchi | Secretary | — | ||
| Marina Fliagina | Artistic Director | — | ||
| Aja Patton | Board President | — | ||
| Lucia Mireles-Chavez | Board Member | — | ||
| Kathryn McDougal | Executive Dir. | — | ||
| Michael Mahoney | Board Member | — | ||
| Sara Schotanus | Board Member | — | ||
| Kenneth Balint | Board Member | — | ||
| Kaye Bonner-Cummings | Board Member | — | ||
| Priscilla Cullers | Board Member | — | ||
| Rhonda Wheeton | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIMI FANUCCHI | Board President | — | ||
| YUKARI THIESEN | Artistic Director | — | ||
| AJA PATTON | Board President | — | ||
| LUCIA CHAVEZ | Board Member | — | ||
| KATHRYN MCDOUGAL | Secretary | — | ||
| MICHAEL MAHONEY | Board Member | — | ||
| SARA SHOTANUS | Board Member | — | ||
| KENNETH BALINT | Board Member | — | ||
| KAYE BONNER-CUMMINGS | Board Member | — | ||
| PRISCILLA CULLERS | Board Member | — | ||
| RHONDA WHEETON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIMI FANUCCHI | Board President | — | ||
| YUKARI THIESEN | Artistic Director | — | ||
| AJA PATTON | Treasurer | — | ||
| LUCIA CHAVEZ | Board Member | — | ||
| KATHRYN MCDOUGAL | Secretary | — | ||
| MICHAEL MAHONEY | Board Member | — | ||
| SARA SHOTANUS | DIRCTOR | — | ||
| KENNETH BALINT | Board Member | — | ||
| KAYE BONNER-CUMMINGS | 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.