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
35
Score
Governance
45
Score
Financial
15
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 | 20.8% | 35 | Fragile | Gov Risk | |
| 2022 | — | — | 11.0% | 37 | Fragile | Recovery | |
| 2021 | — | — | 48.4% | 24 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 7.0% | 38 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 5.2% | 44 | Fragile | Recovery | |
| 2018 | — | — | 9.6% | 30 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 4.8% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 6.7% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 12.2% | 31 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 11.3% | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 10.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 12.7% | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 8.3% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHAD AUSTIN JENKINS | Artistic Director | 21.6% of Rev | ||
| JOHN GASDASKA | Board Member | — | ||
| JIM KIERSTEAD | Board President | — | ||
| YASMEEN MOCK | Board Member | — | ||
| LISA W SPELTZ | Secretary | — | ||
| AMY E GEWIRTZ | Board Member | — | ||
| RICHARD VIDA | Board Member | — | ||
| KATELYN NICHOLS BARZIZZA | Board Member | — | ||
| MERRIE L DAVIS | Board Member | — | ||
| LORETTA MCCARTHY | Board Member | — | ||
| PAMELA PAUL | Board Member | — | ||
| KATHERINE KLINE | Treasurer | — | ||
| RACHEL STANGE | Board Member | — | ||
| JAN BUTTRAM | ART DIR EMERITI | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHAD AUSTIN JENKINS | Artistic Director | 20.8% of Rev | ||
| LORETTA MCCARTHY | Board Member | — | ||
| PAUL MARLOW | Board Member | — | ||
| PAMELA PAUL | Board Member | — | ||
| KATHERINE KLINE | Board Member | — | ||
| SARAH O'GLEBY | Board Member | — | ||
| RACHEL STANGE | Board Member | — | ||
| JAN BUTTRAM | ART DIR EMERITI | — | ||
| JOHN GASDASKA | Board Member | — | ||
| DMW GREER | Board President | — | ||
| JIM KIERSTEAD | Board President | — | ||
| YASMEEN MOCK | Board Member | — | ||
| LISA W SPELTZ | Treasurer | — | ||
| AMY E GEWIRTZ | Board Member | — | ||
| RICHARD VIDA | Board Member | — | ||
| KATELYN NICHOLS BARZIZZA | Board Member | — | ||
| JUDY GREENBLATT | Board Member | — | ||
| MERRIE L DAVIS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHAD AUSTIN JENKINS | Artistic Director | 13.4% of Rev | ||
| JOHN GASDASKA | Board Member | — | ||
| DMW GREER | Board President | — | ||
| JIM KIERSTEAD | Board President | — | ||
| YASMEEN MOCK | Board Member | — | ||
| LISA W SPELTZ | Treasurer | — | ||
| AMY E GEWIRTZ | Board Member | — | ||
| RICHARD VIDA | Board Member | — | ||
| MICHAEL MILLS | Board Member | — | ||
| JUDY GREENBLATT | Board Member | — | ||
| MERRIE DAVIS | Board Member | — | ||
| LORETTA MCCARTHY | Board Member | — | ||
| PAUL MARLOW | Board Member | — | ||
| PAM PAUL | Board Member | — | ||
| ANDREA FLINK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHAD AUSTIN JENKINS | Board Member | 11.5% of Rev | ||
| JOHN GASDASKA | ART DIR-EMERITU | — | ||
| DMW GREER | Board President | — | ||
| JIM KIERSTEAD | Board President | — | ||
| ELLEN HERMAN | Treasurer | — | ||
| LISA SPELTZ | Board Member | — | ||
| AMY GEWIRTZ | Board Member | — | ||
| RICHARD VIDA | Board Member | — | ||
| MICHAEL MILLS | Board Member | — | ||
| JUDY GREENBLATT | Board Member | — | ||
| MERRIE DAVIS | Board Member | — | ||
| LORETTA MCCARTHY | Board Member | — | ||
| PAUL MARLOW | Board Member | — | ||
| PAM PAUL | Board Member | — | ||
| ANDREA FLINK | 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
15 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
35 / 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 37 points below the peer median (15 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 20.8% 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:
- 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.