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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 40 | Fragile | Recovery | |
| 2020 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2015 | — | — | 1.6% | 39 | Financially Distressed | Recovery | |
| 2014 | — | — | 2.0% | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 2.4% | 35 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARMA ZISMAN | EXECUTIVE DI | 28.7% of Rev | ||
| BRENDA WAY | Artistic Director | 19.4% of Rev | ||
| BECKY SAEGER | Board President | — | ||
| JACKIE SCHNEIDER | Board President | — | ||
| MARY MARGARET JONES | Board President | — | ||
| BART DEAMER | Treasurer | — | ||
| SALLY X YU | CHIEF INVEST | — | ||
| CECILIA FOK | Secretary | — | ||
| ANNA BOYER | Board Member | — | ||
| SEAN DOWDALL | Board Member | — | ||
| PAMELA DUFFY | Board Member | — | ||
| HENRY ERLICH | Board Member | — | ||
| JUSTIN ERLICH | Board Member | — | ||
| LYNN FEINTECH | Board Member | — | ||
| MARLENE WILLIAMS FORD | Board Member | — | ||
| MICHELLE HANSEN | Board Member | — | ||
| CAROLYN HUTCHINSON | Board Member | — | ||
| SUZIE IVELICH | Board Member | — | ||
| KT NELSON | Board Member | — | ||
| KIMI OKADA | SCHOOL DIREC | — | ||
| TIM SCHROEDER | Board Member | — | ||
| TIMOTHY STREB | Board Member | — | ||
| HEATHER TAY | Board Member | — | ||
| PAMELA WRIGHT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BECKY SAEGER | Board President | — | ||
| Mary Margaret Jones | Board President | — | ||
| Bart Deamer | Treasurer | — | ||
| Cecilia Fok | Secretary | — | ||
| Lynn Feintech | Board Member | — | ||
| Jackie Schneider | Board Member | — | ||
| BRENDA WAY | Artistic Director | — | ||
| ALYCE DISSETTE | Board Member | — | ||
| Anna Boyer | Board Member | — | ||
| Sean Dowdall | Board Member | — | ||
| Henry Erlich | Board Member | — | ||
| Justin Erlich | Board Member | — | ||
| Michelle Hansen | Board Member | — | ||
| Carolyn Goor Hutchinson | Board Member | — | ||
| CARMA M ZISMAN | EXECUTIVE DIR. | — | ||
| CATHERINE Nelson | Artistic Director | — | ||
| KIMI OKADA | Board Member | — | ||
| Suzie Ivelich | Board Member | — | ||
| Tim Schroeder | Board Member | — | ||
| David Slater | Board Member | — | ||
| Timothy Streb | Board Member | — | ||
| Heather Tay | Board Member | — | ||
| Margaret Tcheng Ware | Board Member | — | ||
| Samantha Test Cauthen | Board Member | — | ||
| Pamela Wright | Board Member | — | ||
| Sally X Yu | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 33 points below the peer median (0 vs. 33).
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.
Overall score has gone from 32 → 32 over 5 years (stable by 0 points).
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.