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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 11.6% | 32 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | 12.4% | 35 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 19.5% | 35 | Fragile | Recovery | |
| 2021 | — | — | 37.7% | 26 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 22.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 19.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 20.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 20.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 19.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 17.6% | 35 | Fragile | Recovery | |
| 2014 | — | — | 19.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 14.6% | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 15.9% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JILL ABUSCH | Artistic Director | 11.6% of Rev | ||
| MARC WOLF | Board President | — | ||
| EILEEN BRINBERG | Secretary | — | ||
| ADAM LEIBNER | Treasurer | — | ||
| ROSS BAUM | Board Member | — | ||
| NICOLE FLEISCHMANN | Board Member | — | ||
| JUSTIN MATLES | Board Member | — | ||
| DYLAN PAGER | Board Member | — | ||
| AKANI RODRIGUEZ-LOPEZ | Board Member | — | ||
| SUSANNAH SCHEFFLER | Board Member | — | ||
| JEFFREY TEITELBAUM | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JILL ABUSCH | Artistic Director | 12.5% of Rev | ||
| STEVEN ABUSCH | Executive Director | 11.5% of Rev | ||
| MARC WOLF | Board President | — | ||
| EILEEN BRINBERG | Secretary | — | ||
| ADAM LEIBNER | Treasurer | — | ||
| ROSS BAUM | Board Member | — | ||
| NICOLE FLEISCHMANN | Board Member | — | ||
| MICHAEL LEBOWICH | Board Member | — | ||
| KATHY MARKS | Board Member | — | ||
| PETER MORGENSTERN | Board Member | — | ||
| SUSANNAH SCHEFFLER | Board Member | — | ||
| JEFFREY TEITELBAUM | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVEN ABUSCH | Executive Director | 12.7% of Rev | ||
| JILL ABUSCH | Artistic Director | 12.5% of Rev | ||
| MICHAEL LEBOWICH | Board President | — | ||
| STEVEN DENELSKY | Treasurer | — | ||
| KATHY MARKS | Secretary | — | ||
| BOB BRODY | Board Member | — | ||
| PETER MORGENSTERN | Board Member | — | ||
| MARC WOLF | Board Member | — | ||
| EILEEN LIVERS | Board Member | — | ||
| NICOLE FLEISCHMANN | Board Member | — | ||
| ADAM LEIBNER | Board Member | — |
Score breakdown
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: 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 11.6% 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.