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
34
Score
Governance
55
Score
Financial
0
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 8.4% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 7.1% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 12.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 6.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 7.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 5.7% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 11.8% | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 10.8% | 32 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 15.1% | 28 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 16.4% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 15.5% | 31 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 13.1% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY BIRNBAUM | Artistic Director | 8.4% of Rev | ||
| ROBERT MILLER | CHAIRMAN | — | ||
| KENNETH RITZENBERG | Board Member | — | ||
| STEVEN ROSENBLUM | Board President | — | ||
| GEORGE R HEARST III | Board Member | — | ||
| HOLLY KATZ | Board Member | — | ||
| ELLEN JABBUR | Board Member | — | ||
| DR CHRISTINE ROWE-BUTTON | Board Member | — | ||
| DR NORBERT WOODS | Board Member | — | ||
| JOHN ZIZZO | Board President | — | ||
| ROBERT STOUT | Board Member | — | ||
| WILLIAM LYNCH | Board Member | — | ||
| ILSE DE VEER | Treasurer | — | ||
| CAROL MARKLEY | Board Member | — | ||
| JEFF ALTAMARI | Board Member | — | ||
| ROBERT BULLOCK | Secretary | — | ||
| DEREK STANNARD | Board Member | — | ||
| JASON GOLUB | Board Member | — | ||
| HON CHRISTINA L RYBA | Board Member | — | ||
| ABBY TEGNELIA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAWRENCE EDELSON | EX OFFICIO | 9.7% of Rev | ||
| ROBERT MILLER | CHAIRMAN | — | ||
| MARTHA STROHL | Board President | — | ||
| CINDY SPENCE | Board Member | — | ||
| KENNETH RITZENBERG | TEASURER | — | ||
| STEVEN ROSENBLUM | Secretary | — | ||
| CHRISTOPHER CERNIK | Board Member | — | ||
| DESIREE FARLEY | Board Member | — | ||
| PETER HALEY | Board Member | — | ||
| GEORGE R HEARST III | Board Member | — | ||
| HOLLY KATZ | Board Member | — | ||
| ELLEN JABBUR | Board Member | — | ||
| ROSEMARIE ROSEN | Board Member | — | ||
| DR CHRISTINE ROWE-BUTTON | Board Member | — | ||
| DR NORBERT WOODS | Board Member | — | ||
| JOHN ZIZZO | Board President | — | ||
| ROBERT STOUT | Board Member | — | ||
| DENNIS SULLIVAN | Board Member | — | ||
| WILLIAM LYNCH | Board Member | — | ||
| ILSE DE VEER | Board Member | — | ||
| CAROL MARKLEY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAWRENCE EDELSON | Artistic Director | 9.0% of Rev | ||
| DR NORBERT WOODS | Board Member | — | ||
| JOHN ZIZZO | Board Member | — | ||
| ROBERT STOUT | Board Member | — | ||
| ROBERT MILLER | CHAIRMAN | — | ||
| MARTHA STROHL | Board President | — | ||
| CINDY SPENCE | Board President | — | ||
| KENNETH RITZENBERG | TEASURER | — | ||
| STEVEN ROSENBLUM | Secretary | — | ||
| CHRISTOPHER CERNIK | Board Member | — | ||
| DESIREE FARLEY | Board Member | — | ||
| PETER HALEY | Board Member | — | ||
| GEORGE R HEARST III | Board Member | — | ||
| HOLLY KATZ | Board Member | — | ||
| ELLEN JABBUR | Board Member | — | ||
| ROSEMARIE ROSEN | Board Member | — | ||
| DR CHRISTINE ROWE-BUTTON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAWRENCE EDELSON | Artistic Director | 9.0% of Rev | ||
| STEVEN ROSENBLUM | Secretary | — | ||
| ROSEMARIE ROSEN | Board Member | — | ||
| ROBERT STOUT | Board Member | — | ||
| ROBERT MILLER | CHAIRMAN | — | ||
| ROBERT DESIO | Board Member | — | ||
| PETER HALEY | Board Member | — | ||
| MAUREEN PARKER | Board Member | — | ||
| MARTHA STROHL | Board President | — | ||
| KENNETH RITZENBERG | TEASURER | — | ||
| JOHN ZIZZO | Board Member | — | ||
| HOLLY KATZ | Board Member | — | ||
| GEORGE R HEARST III | Board Member | — | ||
| ELLEN JABBUR | Board Member | — | ||
| DR NORBERT WOODS | Board Member | — | ||
| DR CHRISTINE ROWE-BUTTON | Board Member | — | ||
| DESIREE FARLEY | Board Member | — | ||
| CINDY SPENCE | Board President | — | ||
| CHRISTOPHER CERNIK | 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
0 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
34 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (0 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 8.4% 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.