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
27
Score
Governance
55
Score
Financial
0
Score
Program
45
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 | 5.2% | 27 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 27.5% | 21 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 31.3% | 17 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 2.9% | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 35.7% | 21 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 5.6% | 30 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 4.2% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 5.6% | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 6.6% | 30 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 2.8% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LUCIA DICHIARA ESQ | CHIEF OPERAT | 6.4% of Rev | ||
| ELLEN THARP | Board President | — | ||
| PAUL THARP | EXECUTIVE DI | — | ||
| CHRISTINE DISTASIOS | BOARD SECRET | — | ||
| EUGENE SORENSEN | Board Member | — | ||
| ROSEANN SORENSEN | Board Member | — | ||
| MICHELLE DESANTIS | Board Member | — | ||
| VIRGINIA ALLEN | Board Member | — | ||
| DONALD G DEROSA | Board Member | — | ||
| DANIELLE DEMASAY | Board Member | — | ||
| LINDA CONNIFF | Board Member | — | ||
| NORVILEL JACK | Board Member | — | ||
| LAURIE WETZLER | Board Member | — | ||
| NOUKO OHASHI WILSON | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LUCIA DICHIARA ESQ | CHIEF OPERAT | 5.2% of Rev | ||
| ELLEN THARP | Board President | — | ||
| PAUL THARP | EXECUTIVE DI | — | ||
| CHRISTINE DISTASIOS | BOARD SECRET | — | ||
| EUGENE SORENSEN | Board Member | — | ||
| ROSEANN SORENSEN | Board Member | — | ||
| MICHELLE DESANTIS | Board Member | — | ||
| VIRGINIA ALLEN | Board Member | — | ||
| DONALD G DEROSA | Board Member | — | ||
| DANIELLE DEMASAY | Board Member | — | ||
| LINDA CONNIFF | Board Member | — | ||
| NORVILEL JACK | Board Member | — | ||
| LAURIE WETZLER | Board Member | — | ||
| NOUKO OHASHI WILSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JANET RUBICH | Board President | 14.6% of Rev | ||
| ELLEN THARP | Board President | — | ||
| PAUL THARP | Executive Director | — | ||
| CHRISTINE DISTASIOS | Board Member | — | ||
| EUGENE SORENSEN | Board Member | — | ||
| ROSEANN SORENSEN | Board Member | — | ||
| MESCAL WILSON-KNEILING | Board Member | — | ||
| ANNE MAZZELLA | Board Member | — | ||
| KIA GOH-CHUNG | Board Member | — | ||
| VANESSA SCIONTI | Board Member | — | ||
| NOBUKO WILSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lucia DiChiara | Office Manager | 3.0% of Rev | ||
| Linda Conniff | Chief Operating Officer | 0.6% of Rev | ||
| Ellen Rubich Tharp | Artistic Director | — | ||
| Paul Tharp | Executive Director | — | ||
| Christine DiStasio | Treasurer | — | ||
| Michelle DiSantis | Board President | — | ||
| Kerville Jack | Choreographer Educator | — | ||
| Eugene Sorensen | Board President | — | ||
| Roseann Sorensen | Board President | — | ||
| Virginia Allen | Board Member | — | ||
| Norlan Jackson | Dance Educator | — | ||
| Nobuko Wilson | Librarian | — | ||
| Danielle Demisay | Stage Manager | — | ||
| Donald DeRosa | Media Corodinator | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
27 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 other orgs in NY with NTEE prefix A6.
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 5.2% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.