Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
38
Score
Governance
50
Score
Financial
15
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 1.8% | 45 | Fragile | Recovery | |
| 2021 | — | — | 6.5% | 40 | Fragile | Recovery | |
| 2020 | — | — | — | 41 | Fragile | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 47 | Financially Distressed | Stable Watch | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNE TEUTSCHEL | Board President | — | ||
| NORA MARTINEZ DEBENEDETTO | Secretary | — | ||
| RYAN MITCHELL | Treasurer | — | ||
| MARIA DEMOKA | Board Member | — | ||
| JEN PARIKH | Board Member | — | ||
| PJ JOHNNIE | Board Member | — | ||
| MESLISSA SHEPHERD | Board Member | — | ||
| ROSEY SINGH | Board Member | — | ||
| KOSI REMY | Board Member | — | ||
| JILL WHITELAW | Board Member | — | ||
| JEREMY WINE | Board Member | — | ||
| ELIZABETH DICANDILO | EXECUTIVE DI | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNE TEUTSCHEL | Board President | — | ||
| ZABRINA STOFFEL | Vice President | — | ||
| NORA DEBENEDETTO MARTINEZ | Secretary | — | ||
| RYAN MITCHELL | Treasurer | — | ||
| MARIA DEMOKA | Board Member | — | ||
| JEN PARIKH | Board Member | — | ||
| PJ JOHNNIE | Board Member | — | ||
| KEVIN FREE | Artistic Director | — | ||
| LAJU SHAH | Board Member | — | ||
| MESLISSA SHEPHERD | Board Member | — | ||
| ROSEY SINGH | Board Member | — | ||
| KOSI REMY | Board Member | — | ||
| JILL WHITELAW | Board Member | — | ||
| JEREMY WINE | Board Member | — | ||
| MICHELLE ZANGARI | Board Member | — | ||
| SHARON SHAHINIAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN FREE | Artistic Director | Hidden | ||
| STEPHANIE KIP ROSTAN | Board President | — | ||
| TRACY GAVANT | Vice President | — | ||
| ANNE TEUTSCHEL | Secretary | — | ||
| MARK STEHLI | Treasurer | — | ||
| DAVID TORNABENE | Board Member | — | ||
| JEANNE BOSSOLINA-LUBIN | Board Member | — | ||
| STEPHANIE ROSTAN | Board President | — | ||
| TOM HORAN | Board Member | — | ||
| TRACY GAVANT | Vice President | — | ||
| ZABRINA STOFFEL | Board Member | — | ||
| ANNE TEUTSCHEL | Secretary | — | ||
| OREN KNISHINSKY | Board Member | — | ||
| MARK STEHLI | Treasurer | — | ||
| MELISSA ROMO | Board Member | — | ||
| THOMAS HORAN | Board Member | — | ||
| ZABRINA STOFFEL | Board Member | — | ||
| JAHAYRA HARRELL | Board Member | — | ||
| ERIN BUSH | Board Member | — | ||
| CORINNE MULLEN | Board Member | — | ||
| KEVIN FREE | Artistic Director | — | ||
| JOI DANIELLE PRICE | Board Member | — | ||
| MICHELLE ZANGARI | Board Member | — | ||
| JOI DANIELLE PRICE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS OCONNOR | Artistic Director | Hidden | ||
| STEPHANIE KIP ROSTAN | Board President | — | ||
| TRACY GAVANT | Vice President | — | ||
| MARK STEHLI | Treasurer | — | ||
| ANNE TEUTSCHEL | Secretary | — | ||
| JAHAYRA HARRELL | Board Member | — | ||
| CORRINE MULLEN | Board Member | — | ||
| JOI DANIELLE PRICE | Board Member | — | ||
| DAVID TORNABENE | Board Member | — | ||
| ELIZABETH DICANDILO | Board Member | — | ||
| JOE EPSTEIN | Board Member | — | ||
| TOM HORAN | Board Member | — | ||
| DANIEL GANS | Board Member | — | ||
| OREN KNISHINSKY | Board Member | — | ||
| ZABRINA STOFFEL | Board Member | — | ||
| MELISSA ROMO | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
38 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 175 other orgs in NJ with NTEE prefix A6.
Most-divergent component: program score sits 34 points above the peer median (60 vs. 26).
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.