Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Developing
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
45
Score
Governance
58
Score
Financial
25
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 | Hidden | Hidden | 3.4% | 45 | Fragile | Stable Watch | |
| 2022 | — | — | 3.1% | 45 | Fragile | Recovery | |
| 2021 | — | — | 4.5% | 41 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 3.2% | 43 | Fragile | Recovery | |
| 2019 | — | — | 5.8% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 8.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 9.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 7.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 10.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 7.2% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LEONARD JACOBS | Executive Director | 3.4% of Rev | ||
| COURTNEY FFRENCH | Artistic Director | 2.9% of Rev | ||
| PETER GRISAFI | Treasurer | — | ||
| RACHID MURAD | Board President | — | ||
| DAVID THOMAS | CHAIRMAN | — | ||
| MAHESH CHAUBE | Secretary | — | ||
| LORRAINE CHAMBERS LEWIS | GOVERNANCE | — | ||
| DAVID FARRELL | Board Member | — | ||
| DEBORAH ROJAS DE LEON | Board Member | — | ||
| HANNAH RUBASHKIN | Board Member | — | ||
| JESSICA GARCIA | Board Member | — | ||
| JULIA DEL PALACIO | Board Member | — | ||
| LISA KIRKLAND | Board Member | — | ||
| MICHELLE STODDART | Board Member | — | ||
| TYQUANA HENDERSON RIVERS | Board Member | — | ||
| REV CARLA HUNTER RAMSEY | Board Member | — | ||
| KYLE KELLY | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LEONARD JACOBS | EXECUTIVE DIR. | 3.4% of Rev | ||
| PETER GRISAFI | Treasurer | — | ||
| RACHID MURAD | Board President | — | ||
| DAVID THOMAS | CHAIRMAN | — | ||
| MAHESH CHAUBE | Secretary | — | ||
| JESSICA GARCIA | Board Member | — | ||
| DAVID FARRELL | Board Member | — | ||
| LORRAINE CHAMBERS LEWIS | GOVERNANCE | — | ||
| JULIA DEL PALACIO | Board Member | — | ||
| TYQUANA HENDERSON RIVERS | Board Member | — | ||
| REV CARLA HUNTER RAMSEY | Board Member | — | ||
| LISA KIRKLAND | Board Member | — | ||
| DEBORAH ROJAS DE LEON | Board Member | — | ||
| HANNAH RUBASHKIN | Board Member | — | ||
| MICHELLE STODDART | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Leonard Jacobs | Executive Dir. | 2.3% of Rev | ||
| Peter Grisafi | Treasurer | — | ||
| Rachid Murad | Secretary | — | ||
| David Thomas | Chairman | — | ||
| Dawn Cotter-Jenkins | Board President | — | ||
| Mahesh Chaube | Board Member | — | ||
| Jessica Garcia | Board Member | — | ||
| Mark Haken | Board Member | — | ||
| David Farrell | Board Member | — | ||
| Lorraine Chambers Lewis | Board Member | — | ||
| Michael Hannibal | Board Member | — | ||
| Tyquanna Henderson Rivers | Board Member | — | ||
| Iris Levitt-Heitt | Board Member | — | ||
| Julia del Palacio | Board Member | — | ||
| Cameo Boone | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Leonard Jacobs | Executive Dir. | 2.3% of Rev | ||
| Michelle Stoddart | Board President | — | ||
| David Thomas | Board President | — | ||
| Jonathan White | Treasurer | — | ||
| Dawn Cotter-Jenkins | Secretary | — | ||
| Kecia Chin | Board Member | — | ||
| Mary Reda | Board Member | — | ||
| Marc A Haken | Board Member | — | ||
| David Farrell | Board Member | — | ||
| Lorraine Chambers Lewis | Board Member | — | ||
| Nadina Morency-Mohs | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Cathy Hung | Exec Drctr (prior) | 3.4% of Rev | ||
| Michelle Stoddart | Chairman | — | ||
| D'Chivon Gooding | Board President | — | ||
| Dawn Kelly | Board President | — | ||
| Dawn Cotter-Jenkins | Secretary | — | ||
| Shante Bacon | Board Member | — | ||
| Nicole Corbin | Board Member | — | ||
| Nailah L Flake-Brown | Board Member | — | ||
| William M Gianakos | Board Member | — | ||
| Marc A Haken | Board Member | — | ||
| Earl G Simmons Ed D | Board Member | — | ||
| Lawrence Sokol | Board Member | — | ||
| Rodeena A Stephens | Board Member | — | ||
| Jonathan White | Treasurer | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
25 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
45 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NY with NTEE prefix A2.
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
- Comp-to-revenue ratio of 3.4% sits within the sector's healthy band (18–22%).
- 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.