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 | — | |
| 2023 | — | — | 23.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 28.9% | 30 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 26.5% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 64.0% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 36.7% | 30 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 23.0% | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 21.3% | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 32.0% | 26 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 20.2% | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 29.2% | 28 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 32.1% | 30 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 35.5% | 19 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 33.7% | 28 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | 28.0% | 32 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Maren Amdal | Executive Director | 12.0% of Rev | ||
| Terrance Kelly | Artistic Director | 10.4% of Rev | ||
| Will Wright | Board President | — | ||
| Kathy Davis | Treasurer | — | ||
| Jim Fisher | Secretary | — | ||
| Lauren Becker | Board Member | — | ||
| Joshua Gamson | Board Member | — | ||
| Lila Bailey | Board Member | — | ||
| Isaac Hanson | Board Member | — | ||
| Christina Zou | Board Member | — | ||
| Sharon Hymes-Offord | Board Member | — | ||
| Monica LaBoskey | Board Member | — | ||
| Dr Mark Wilson | Board Member | — | ||
| Patrick Zimski | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Maren Amdal | Executive Director | 12.9% of Rev | ||
| Terrance Kelly | Artistic Director | 10.9% of Rev | ||
| Jorge Choy | Board Member | — | ||
| Nicolia Gooding | Board President | — | ||
| Pauline Marx | Board Member | — | ||
| Matthew Adjiake | Board Member | — | ||
| Lauren Becker | Board Member | — | ||
| Kathy Davis | Treasurer | — | ||
| Jim Fisher | Secretary | — | ||
| Carolyn Gauthier | Board Member | — | ||
| Michele Hanson | Board Member | — | ||
| Sharon Hymes-Offord | Board Member | — | ||
| Monica LaBoskey | Board Member | — | ||
| Perika Sampson | Board Member | — | ||
| Will Wright | Board President | — | ||
| Patrick Zimski | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Terrance Kelly | Artistic Director | 10.4% of Rev | ||
| Executive Director | 9.0% of Rev | |||
| David Page | Board Member | — | ||
| Nancy Smith | Board Member | — | ||
| Mark McClure | Board Member | — | ||
| Jorge Choy | Board Member | — | ||
| Susan Burns | Board Member | — | ||
| Michael Gooding | Board President | — | ||
| Nicolia Gooding | Board President | — | ||
| Arthur Barker | Secretary | — | ||
| Pauline Marx | Treasurer | — |
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 23.3% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.