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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 2.8% | 45 | Fragile | Recovery | |
| 2022 | — | — | 6.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 8.1% | 48 | Fragile | Recovery | |
| 2020 | — | — | 4.6% | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 3.6% | 35 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 3.9% | 35 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 4.7% | 37 | Financially Distressed | Recovery | |
| 2016 | — | — | 2.8% | 35 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 4.1% | 35 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Morgan | Artistic Director | 2.7% of Rev | ||
| Debra Hook | Board Member | — | ||
| Debra Walton | Board Member | — | ||
| Mia Moravis | Board Member | — | ||
| Joan T Mischo | Board Member | — | ||
| Timothy F Collins | Board Member | — | ||
| Bernard Carragher | Board Member | — | ||
| Claudia Zahn | Board Member | — | ||
| Laurence Holzman | Board Member | — | ||
| James A Kierstead | Board Member | — | ||
| Charlotte Rosenblatt | Board Member | — | ||
| Katherine Huang | Board Member | — | ||
| Alan Govenar | Board Member | — | ||
| Gerald F Fisher | Treasurer | — | ||
| Molly Pickering Grose | Secretary | — | ||
| Riki Kane Larimer | Board President | — | ||
| Joan Ross Sorkin | Board President | — | ||
| W David McCoy | Chairman | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Morgan | Artistic Director | 2.6% of Rev | ||
| W David McCoy | Chairman | — | ||
| Joan Ross Sorkin | Board President | — | ||
| Riki Kane Larimer | Board President | — | ||
| Molly Pickering Grose | Secretary | — | ||
| Gerald F Fisher | Treasurer | — | ||
| Alan Govenar | Board Member | — | ||
| Katherine Huang | Board Member | — | ||
| Charlotte Rosenblatt | Board Member | — | ||
| James A Kierstead | Board Member | — | ||
| Laurence Holzman | Board Member | — | ||
| Claudia Zahn | Board Member | — | ||
| Bernard Carragher | Board Member | — | ||
| Tim Collins | Board Member | — | ||
| Joan Mischo | Board Member | — | ||
| Mia Moravis | Board Member | — | ||
| Debra Walton | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Morgan | Artistic Director | 1.9% of Rev | ||
| W David McCoy | Chairman | — | ||
| Joan Ross Sorkin | Board President | — | ||
| Riki Kane Larimer | Board President | — | ||
| Molly Pickering Grose | Secretary | — | ||
| Gerald F Fisher | Treasurer | — | ||
| Alan Govenar | Board Member | — | ||
| Katherine Huang | Board Member | — | ||
| Charlotte Rosenblatt | Board Member | — | ||
| James A Kierstead | Board Member | — | ||
| Laurence Holzman | Board Member | — | ||
| Claudia Zahn | Board Member | — | ||
| Bernard Carragher | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Morgan | Artistic Director | 2.1% of Rev | ||
| W David McCoy | Chairman | — | ||
| Joan Ross Sorkin | Board President | — | ||
| Riki Kane Larimer | Board President | — | ||
| Molly Pickering Grose | Secretary | — | ||
| Gerald F Fisher | Treasurer | — | ||
| Alan Govenar | Board Member | — | ||
| Katherine Huang | Board Member | — | ||
| Charlotte Rosenblatt | Board Member | — | ||
| James A Kierstead | Board Member | — | ||
| Laurence Holzman | Board Member | — | ||
| Claudia Zahn | Board Member | — | ||
| Bernard Carragher | 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
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 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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 2.8% 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.