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
29
Score
Governance
45
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
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 | — | — | Unknown | — | |
| 2022 | — | — | 19.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 15.0% | 37 | Fragile | Recovery | |
| 2020 | — | — | 20.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 20.9% | 37 | Fragile | Recovery | |
| 2018 | — | — | 7.7% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 8.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 13.1% | 28 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 7.9% | 40 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 6.6% | 40 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 48 | Fragile | Recovery | |
| 2012 | — | — | — | 42 | Fragile | Stable Watch | |
| 2011 | — | — | — | 42 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Brad Carlin | Board Member | 2.6% of Rev | ||
| Jessica Hanna | Board President | — | ||
| Christopher Healy | Treasurer | — | ||
| Alaxandra Kennedy-Scott | Board President | — | ||
| Ellen Lauren | Board Member | — | ||
| Samuel Stricklen | Board Member | — | ||
| Darron West | Board Member | — | ||
| Will Bond | Board Member | — | ||
| Maria McColl | Board Member | — | ||
| Melissa Coleman Reed | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Brad Carlin | Board Member | 2.6% of Rev | ||
| Ellen Lauren | Board Member | 1.1% of Rev | ||
| Darron West | Board Member | 0.9% of Rev | ||
| Will Bond | Board Member | 0.2% of Rev | ||
| Jessica Hanna | Board President | — | ||
| Diane Ragsdale | Secretary | — | ||
| Christopher Healy | Treasurer | — | ||
| Alaxandra Kennedy-Scott | Board President | — | ||
| Samuel Stricklen | Board Member | — | ||
| Maria McColl | Board Member | — | ||
| Melissa Coleman Reed | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE PRESTON | EXECUTIVE DIR. | 6.3% of Rev | ||
| LEON INGULSRUD | Artistic Director | 4.0% of Rev | ||
| ELLEN LAUREN PITZ | Artistic Director | 3.7% of Rev | ||
| ANNE BOGART | Artistic Director | 3.7% of Rev | ||
| SAMUEL STRICKLEN | Board Member | 1.3% of Rev | ||
| JESSICA HANNA | Board President | — | ||
| RUTH NIGHTENGALE | Secretary | — | ||
| ALEXANDRA KENNEDY-SCOTT | Board President | — | ||
| CHRIS HEALY | Treasurer | — | ||
| DIANE RAGSDALE | Board Member | — | ||
| KIM IMA | Board Member | — | ||
| JENNIFER GREENFIELD | Board Member | — | ||
| KEVIN KUHLKE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michelle Preston | Executive Dir. | 6.7% of Rev | ||
| Ellen Lauren Pitz | Artistic Director | 3.0% of Rev | ||
| Leon Ingulsrud | Artistic Director | 2.8% of Rev | ||
| Anne Bogart | Artistic Director | 1.3% of Rev | ||
| J Ed Araiza | Board Member | 0.6% of Rev | ||
| Jessica Hanna | Board President | — | ||
| Ruth Nightengale | Secretary | — | ||
| Alexandra Kennedy-Scott | Board President | — | ||
| Chris Healy | Treasurer | — | ||
| Diane Ragsdale | Board Member | — | ||
| Kim Ima | Board Member | — | ||
| Jennifer Greenfield | Board Member | — | ||
| Kevin Kuhlke | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michelle Preston | Executive Dir. | 5.9% of Rev | ||
| Leon Ingulsrud | Artistic Director | 3.0% of Rev | ||
| Ellen Lauren Pitz | Artistic Director | 2.8% of Rev | ||
| J Ed Araiza | Board Member | 1.3% of Rev | ||
| Anne Bogart | Artistic Director | 0.7% of Rev | ||
| Jessica Hanna | Secretary | — | ||
| Alexandra Kennedy-Scott | Board President | — | ||
| Chris Healy | Treasurer | — | ||
| Diane Ragsdale | Board Member | — | ||
| Kim Ima | Board Member | — | ||
| Jennifer Greenfield | Board Member | — | ||
| Kevin Kuhlke | Board Member | — | ||
| Ruth Nightengale | Board President | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
29 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,226 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 47 points below the peer median (5 vs. 52).
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 19.1% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.