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
37
Score
Governance
58
Score
Financial
5
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 | 4.2% | 37 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 3.4% | 37 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 3.0% | 51 | Fragile | Recovery | |
| 2020 | — | — | 3.4% | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 3.2% | 37 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 4.5% | 41 | Fragile | Decline Risk | |
| 2017 | — | — | 8.1% | 42 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 8.0% | 46 | Fragile | Stable Watch | |
| 2015 | — | — | 7.2% | 46 | Fragile | Recovery | |
| 2014 | — | — | 12.6% | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 10.9% | 40 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 9.1% | 52 | Fragile | Recovery | |
| 2011 | — | — | 10.3% | 44 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kristen Marting | Artistic Director | 3.9% of Rev | ||
| Barbara Busackino | Board Member | 0.3% of Rev | ||
| Michael Champness | Treasurer | — | ||
| Abigail Gampel | Board Member | — | ||
| Setareh Mirhosseini | Board Member | — | ||
| Tim Maner | Board Member | — | ||
| Brenna Thomas | Board Member | — | ||
| Kevin Matthews | Board Member | — | ||
| Helen Mills | Board Member | — | ||
| Alan Ostroff | Board Member | — | ||
| Paul Pinto | Board Member | — | ||
| Kamala Sankaram | Secretary | — | ||
| Amy Segal | Board Member | — | ||
| Robert Walport | Board President | — | ||
| Jennifer Suh Whitfield | Board President | — | ||
| Tommy Young | Board Member | — | ||
| Lanxing Fu | Board Member | — | ||
| Teresa Woods Pena | Board Member | — | ||
| China Young | Board Member | — | ||
| Jesse Cameron Alick | Board Member | — | ||
| Annalisa Dias | Board Member | — | ||
| Lauren Miller | Board Member | — | ||
| Brian Warren | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kristin Marting | Artistic Director | 4.2% of Rev | ||
| Kevin Matthews | Board President | — | ||
| Michael Champness | Treasurer | — | ||
| Abigail Gampel | Secretary | — | ||
| Helen Mills | Board President | — | ||
| Umar Haider | Board Member | — | ||
| Amy Segal | Board Member | — | ||
| Tommy Young | Board Member | — | ||
| James Scruggs | Board Member | — | ||
| Erin Wegner Brooks thru 921 | Board Member | — | ||
| Fred Harris | Board Member | — | ||
| Alan Ostroff | Board Member | — | ||
| Robert Walport | Board Member | — | ||
| Tim Maner | Board Member | — | ||
| Jennifer Suh Whitfield | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kristin Marting | Artistic Director | 3.0% of Rev | ||
| Kevin Matthews | Board President | — | ||
| Michael Champness | Treasurer | — | ||
| Abigail Gampel | Secretary | — | ||
| Helen Mills | Board President | — | ||
| Amy Segal | Board Member | — | ||
| Tommy Young | Board Member | — | ||
| James Scruggs | Board Member | — | ||
| Erin Wegner Brooks | Board Member | — | ||
| Fred Harris | Board Member | — | ||
| Alan Ostroff | Board Member | — | ||
| Robert Walport | Board Member | — | ||
| Tim Maner | Board Member | — | ||
| Jennifer Suh Whitfield | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kristin Marting | Artistic Director | 3.9% of Rev | ||
| Kevin Matthews | Board President | — | ||
| Michael Champness | Treasurer | — | ||
| Abigail Gampel | Secretary | — | ||
| Helen Mills | Board President | — | ||
| Bethany Haynes departed FY20 | Board President | — | ||
| Anthony Barkan departed FY20 | Treasurer | — | ||
| Amy Segal | Board Member | — | ||
| Tommy Young | Board Member | — | ||
| James Scruggs | Board Member | — | ||
| Erin Wegner Brooks | Board Member | — | ||
| Fred Harris | Board Member | — | ||
| Alan Ostroff | Board Member | — | ||
| Robert Walport | Board Member | — | ||
| Tim Maner | Board Member | — | ||
| Jennifer Suh Whitfield | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
37 / 100
Priority Review
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 4.2% 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.