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 | — | — | — | 45 | Fragile | Recovery | |
| 2023 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 45 | Fragile | Recovery | |
| 2020 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 40 | Fragile | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 14.0% | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 13.7% | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GEORGE LULA | Board Member | — | ||
| DARCY RINDT | Secretary | — | ||
| ELIZABETH WILLIAMS | Board President | — | ||
| DANIEL COOKE | Board Member | — | ||
| Jory Fankuchen | Board Member | — | ||
| Maryann Maslan | Board Member | — | ||
| JOHN HOUGHTON | Treasurer | — | ||
| REYHANEH EGHBALI | Board President | — | ||
| JEANNET-SUSANN KIESSLING | Board Member | — | ||
| NATASHA MAKHIJANI | Musician Rep | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARCY RINDT | Secretary | — | ||
| DANIEL COOKE | Board Member | — | ||
| JOHN HOUGHTON | Treasurer | — | ||
| REYHANEH EGHBALI | Chairman | — | ||
| JEANNET-SUSANN KIESSLING | Board Member | — | ||
| NATASHA MAKHIJANI | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BENJAMIN SIMON | Board Member | — | ||
| MARK MILLER | VICE CHAIRMAN | — | ||
| ROBIN SHARP | Concert Master | — | ||
| JOHN HOUGHTON | Treasurer | — | ||
| REYHANEH EGHBALI | Chairman | — | ||
| CONSTANCE BERNSTEIN | Board Member | — | ||
| NATASHA MAKHIJANI | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BENJAMIN SIMON | Board Member | — | ||
| MARK MILLER | VICE CHAIRMAN | — | ||
| ROBIN SHARP | Concert Master | — | ||
| KEN HOFFMAN | Board Member | — | ||
| JOHN HOUGHTON | Treasurer | — | ||
| REYHANEH EGHBALI | Chairman | — | ||
| CONSTANCE BERNSTEIN | Board Member | — | ||
| NATASHA MAKHIJANI | 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: program score sits 29 points above the peer median (60 vs. 31).
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.