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
58
Score
Financial
0
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | — | |
| 2023 | — | — | 1.4% | 35 | Financially Distressed | Stable Watch | |
| 2022 | — | — | 7.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 9.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 7.9% | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 8.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 7.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 9.5% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 9.9% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 10.6% | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 11.6% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 12.2% | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 11.9% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Cathy Hung | Executive Dir. | 7.8% of Rev | ||
| Melanie Weinraub | Board President | — | ||
| Warren Kudman | Board President | — | ||
| Erin Eisenberg Blaz | Board Member | — | ||
| Hope Helfenstein | Board Member | — | ||
| Richard Hua | Board Member | — | ||
| Melissa Hurd | Board Member | — | ||
| Asad Khan | Board Member | — | ||
| Barbara Zinn Krieger | Board Member | — | ||
| Anika Larsen | Board Member | — | ||
| Kimberly Wilson Marshall | Board Member | — | ||
| Matthew Quint | Board Member | — | ||
| Michael Schmitt | Board Member | — | ||
| Jennie Connery | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Andrew Frank | Executive Dir. | 6.4% of Rev | ||
| Warren Kudmon | Board President | — | ||
| Barbara Zinn Krieger | Board Member | — | ||
| M Hope Helfenstein | Board Member | — | ||
| Marietta Ries Lavicka | Board Member | — | ||
| NANEY PANDI | Board Member | — | ||
| ANKUR DATTA | Board Member | — | ||
| Michael Schmitt | Board Member | — | ||
| Melissa Hurd | Board Member | — | ||
| MATTHEW QUINT | Board Member | — | ||
| ERIN EISENBERG Blaz | Board Member | — | ||
| TIM REID | Board Member | — | ||
| Javier Sanchez | Board Member | — | ||
| Melanie Weinraub | Executive Dir. | — | ||
| Marilyn Yanowitch | Board President | — | ||
| Bridget Downes | Board Member | — | ||
| KASHIF SWEET | Board Member | — | ||
| Anika Larsen | Board Member | — | ||
| Kimberly Wilson-Marshall | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Andrew Frank | Executive Dir. | 5.5% of Rev | ||
| Warren Kudman | Board Member | — | ||
| Barbara Zinn Krieger | Board Member | — | ||
| M Hope Helfenstein | Board Member | — | ||
| Marietta Ries Lavicka | Board Member | — | ||
| NANEY PANDI | Board Member | — | ||
| ANKUR DATTA | Board Member | — | ||
| Michael Schmitt | Board Member | — | ||
| Melissa Hurd | Board Member | — | ||
| MATTHEW QUINT | Board Member | — | ||
| ERIN EISENBERG | Board Member | — | ||
| TIM REID | Board Member | — | ||
| Javier Sanchez | Board Member | — | ||
| Melanie Weinraub | Board President | — | ||
| Marilyn Yanowitch | Board President | — | ||
| BRIDGET DOWNES | Board Member | — | ||
| KASHIF SWEET | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Andrew Frank | Executive Dir. | 5.3% of Rev | ||
| Warren Kudmon | Board Member | — | ||
| Barbara Zinn Krieger | Artistic Director | — | ||
| M Hope Helfenstein | Board Member | — | ||
| Marietta Ries Lavicka | Board Member | — | ||
| NANEY PANDI | Board Member | — | ||
| ANKUR DATTA | Board Member | — | ||
| Michael Schmitt | Board Member | — | ||
| Melissa Hurd | Board Member | — | ||
| MATTHEW QUINT | Board Member | — | ||
| ERIN EISENBERG | Board Member | — | ||
| TIM REID | Board Member | — | ||
| Javier Sanchez | Board Member | — | ||
| Melanie Weinraub | Board President | — | ||
| Marilyn Yanowitch | Board President | — | ||
| KASHIF SWEET | Board Member | — | ||
| Fred Stuart | 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
0 / 100
weight 40%
Governance risk
58 / 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 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 1.4% 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.